At Invillia, every Wednesday at noon, we stop for an hour to nourish ourselves with the tips, how-tos, good practices and trends selected by our specialists in Product, Agile, Back and Front, Mobile, Quality, Security and Data. A vital exchange of experiences for those who love the new. And essential for innovation to never stop. If technology is in the blood. We make sure to keep it circulating more and more_
IN THE VEIN_ A new look at leadership_
In today’s article, we leave the main lessons learned from the Management 3.0 edition, presented by Rafaela G. Sampaio, leader at Invillia.
Self-awareness: “Be the change you want to see in the world”
This quote from Gandhi says a lot about Management 3.0. Everything starts with us. Reflecting on the steps we can take to be better each day. The best version of ourselves and for ourselves. Not trying to change other people. But being a good influence. Being agents of transformation.
Why Management 3.0? People in the center
The book “Management 3.0: Leading Agile Developers, Developing Agile Leaders”, by the Dutchman Jurgen Appelo, was a great milestone and evolution in the way the world sees the concept of management in organizational contexts.
– Focused on hierarchy
– Workers were just executors
– Rigid companies
– Focused on efficiency rather than effectiveness
It is an industrial moment centered on productivity. People perform very limited, repetitive, command and control jobs in order to be really monitored. Managers do not think about taking care of them, but about how much they produce. And exchange them like machine parts. It’s the model of the industrial revolution, but we still find some points today.
– They began to realize that people were the most important asset of the organization, but the speech was not consistent with the behavior
– The boss’s chair is better, the boss has a better parking space
– “Human resources” are born
Here the manager is at the center, he is the pop-star, everything has to go through him and he is the only one who is trained. People begin to realize that in order to be recognized and respected, they need to become managers. And this makes good technicians leave the companies. The nomenclature of “resources” for people is also born. But people are not resources! People are people. It’s the model from the ’80s to the ’90s, but we still find some points today.
– Seeks to value people and teams
– Objective is to create an environment where everyone is responsible for the success of the business
– Focused on empowering teams
– Manager is a facilitator
Unlike the first two “versions”, here people and teams are valued. Because it’s very important to know who works with us. This uniqueness and diversity make all the difference. When it comes to agility, there is a lot of talk about ownership and self-organizing teams. But for this, it is necessary to guide and create an environment for people to feel safe. Where everyone is responsible for the decision and the manager becomes someone who takes the stones out of the way, who takes care of people, and who tries to improve the work environment so that people can flow, have freedom, mastery, purpose and autonomy.
Management 3.0 is not a framework
It’s a mindset, combined with an ever-evolving collection of games, tools and practices to help any professional manage the organization. It’s a journey, it’s not a turning point, it’s not a revolution. It’s a way to see work systems.
If Management 3.0 were a framework, everything would be “plastered” and the aim is to understand which dynamics best fit and empower people in each context. Management 3.0 didn’t create anything new. But it managed to materialize a series of theories to simplify implementation.
The main activity left to managers is to cultivate and nurture the entire system
The manager is now seen as a gardener. He has to create the conditions for his garden to flourish. Knowing that each plant has its own way, its particularity. A cactus is not cared for in the same way as a daisy.
As Jurgen Appelo says, “Management is too important to be left to managers alone.” Everyone starts to be a part of it. The leader’s focus shifts from controlling the team to supporting and ensuring that there are no barriers to an environment of trust where everyone can be creative and work effectively together. This is the spirit of Management 3.0.
Manage the system, not the people
People don’t need to be managed. But cared. What we must do is manage the system. The system can be the environment in which it operates, the organization, the team. What points need improvement for people to flow better? So they are really motivated, engaged and happy?
A very interesting quote from Simon Sinek says that “Leaders don’t take care about results. Leaders take care of people. And people generate results.”
Of course, it’s not by working with the essence of Management 3.0 that we won’t have problems. But a team that is very consolidated, that has this spirit of being together, goes through problems much better. Goes through problems as a team and not individually.
The 6 views of Management 3.0
Each Management 3.0 vision is focused on one aspect and brings different dynamics and tools that often complement each other:
- Energize people – keep people active, creative and motivated.
- Empower teams – empower and delegate to improve the work system.
- Align constraints – self-organize, share resources and give clear purpose and goals.
- Develop competence – invest in individual and group skills.
- Grow structure – improve communication and team alignment.
- Improve everything – work on continuous improvement, experimentation and learning.
From theory to practice
How to put all this into everyday life? There are several tools and dynamics to materialize Management 3.0 that can be customized, always thinking about the context and what makes the most sense:
Personal Maps – Do we really know the people who work with us? More than interaction, it creates empathy between people to break the distance. It is a dynamic widely used in recruiting, onboarding and team building.
Kudo Cards – Recognizing behaviors. Something that a person has done, said, and changed someone’s day (Invillia’s Good Job is an example of this tool). It is also possible to apply on the remote model.
Moving Motivators – Do you know what motivates your team? This dynamic is made up of 10 cards and the person is asked to align from the first to the tenth what is most important. It’s really interesting because we tend to think that people are motivated by the same things we are. And it’s not true.
In addition to these three, there are many more to explore:
- Delegation Poker for delegation
- IKIGAI for purpose
- Happiness Door for happiness
- Celebration Grid for achievements
- Team Competency Matrix for identifying training needs
- Feedback Wrap for actionable feedback based on non-violent communication
- Niko-Niko Calendar for mapping how the team is during the day
“Know all the theories, master all the techniques, but as you touch a human soul be just another human soul”, Carl Gustav Jung.
People are really the most important part of this whole journey. And that’s how we see and apply Management 3.0 at Invillia. Our Global Growth Framework, engaged by data, people and action, embodies these and many other practices, tools and methodologies that we have been testing and improving for nearly 20 years. And that allows us to support game-changers to continue to revolutionize their segments and innovate without limits. Let’s do more together!
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