Duration: 3 days
Outcome: Acquire hands-on solutions for increasing employee engagement, improving team collaboration, embracing change and delivering results.
Management 3.0 — Overview
Management 3.0 is a global management movement focused on actionable leadership. This course uses proven, proactive leadership games and exercises to address the challenges of Agile Management, providing tools and techniques for successful complexity thinking, self-organization, goal setting, competence development and change management. The 3-day course, based on the 2010 book of the same name written by leadership guru, Jurgen Appelo, is an interactive learning experience with in-class experiments developed to challenge the way you think, better understand why people do what they do, and prepare you to make an immediate, positive change in your organization.
What You’ll Learn
- Agile-friendly strategies to energize people and empower teams
- Theoretical and practical Agile approaches to developing purpose and value inside an organization, even if your organization isn’t Agile
- Concrete tools to align organizational constraints and develop competencies
- Hands-on experience determining the right solutions for better leadership across organizations
What You Get
Management 3.0 — Agenda
There’s no doubt that each Management 3.0 course is as unique as the managers and team leaders that attend. But while companies and employees differ, many of the challenges are shared. Here is an example of what a typical three-day course might look like, but, rest assured, classes are customized for each group.
- Agile management
Agile management is a proven approach to leadership and governance of creative teams and people. You will learn about different methods, popular practices, challenges in Agile adoption around the world, and the contribution of the manager and team leader in Agile organizations.
- Complexity thinking
As the cornerstone of an Agile mindset, you will learn what complexity theory is, how to think in terms of systems, about the difference between complex and complicated, about fallacies of traditional linear thinking, and suggestions for complexity thinking.
- Intrinsic motivation
Since people are the most important part of an organization, managers must do all they can to keep people active, creative, and motivated. You will learn about the difference between extrinsic motivation vs. intrinsic motivation, the ten intrinsic desires, and common techniques for understanding what is important to the people in your teams, such as one-on-one meetings, personal assessments, the 12 most important questions, and 360 degree evaluations.
Self-organization requires employee empowerment, authorization, and trust from management. You will learn how to make self-organization work, how to distribute authorization in an organization, the challenges of empowerment, how to grow relationships of trust, and several techniques for distributed control, such as the 7 levels of delegation, and authority boards.
- Goal setting
It’s necessary to protect people and shared resources, and to give people a clear purpose and defined goals. You will learn when to manage and when to lead, how to use different criteria to create useful goals, about the challenges around management by objectives, and how to protect people and shared resources from any bad effects of self-organization.
- Competence development
Teams are only able to achieve their goals if team members are capable enough, and managers must therefore contribute to the development of competence. You will learn how and when to apply the seven approaches of competence development, how to measure progress in a complex system, the effect of sub-optimization, and several tips for useful metrics.
- Organizational structures
Many teams operate within the context of a complex organization, and thus it is important to consider structures that enhance communication. You will learn how to grow an organizational structure as a fractal, how to balance specialization and generalization, how to choose between functional and cross-functional teams, about informal leadership and widening job titles, and about treating teams as value units in a value network.
- Change management
People, teams, and organizations need to improve continuously, in order to defer failure for as long as possible. In practice, this means that managers and leaders must act as change agents, trying to change the social complex systems around them. You will learn about the 4 facets of change management, which address the system, the individuals, the interactions, and the boundary of the system.
Who Should Attend?
Anyone who wants to influence change management and increase employee engagement has the ability to attend a Management 3.0 course. Much of the class includes storytelling from employees and managers sharing their own experiences. Management 3.0 facilitators work to customize each course based on the attendees and their needs.
Management 3.0 Audiences often include:
But don’t take our word for it.
See what Management 3.0 students from around the world are saying.
“A fad you say? Management 3.0 is far from it. It’s a fact that more and more organizations are moving towards agile methodologies. This demands a new way of thinking for leaders. Whilst many have developed a new mindset and practice it, Management 3.0 gives concrete tools, names metaphors and much, much more that add to a leader’s tool belt. I highly recommend the workshops to experience it live!”
– MATTHEW ALDRIDGE, WhateverMobile.com
“It is very refreshing to see Management 3.0 is considerably more oriented toward empowering the team and making it happy, as opposed to traditional management that was focusing on performance.”
– LUC DUPLESSIS, Agile Product Owner at Accedian Networks
“I had so many takeaways, almost everything. I would say: complex systems discussion, a lot of metaphors, seven levels of authority, discussions of challenges, loved all the stories. Great great great course!”
– TALI GOSHEN, Vice President of Human Resources at superDimension
“The exercises were very enlightening, whether in sharing my own experiences or listening to others – it certainly caused me to pause and reflect upon my own “style” and recognize opportunities for growth.”
– DAVID SOULE, Section Manager at Erie Insurance Group