Most managers have - Meetupfiles.meetup.com/3261132/DCSUG - Managing for Happiness.pdf · Core...
Transcript of Most managers have - Meetupfiles.meetup.com/3261132/DCSUG - Managing for Happiness.pdf · Core...
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Most managers have no clue how to work with people
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Managers drive the business like
a machine
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Bad management
Bad performance
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Everything has changed!
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Change is easier when
people share food
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Photo credits, with permission: Jurgen Appelo
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Managethe system
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Nurture happiness
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Teams should have
reasons to
celebrate
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Embrace playfulness
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Run experiments
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Accelerate learning
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Contracts impose
limits on freedom
and happiness
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Innovate management
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Build for meaning
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Build for meaning
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Innovate management
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Accelerate learning
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Run experiments
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Embrace playfulness
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Nurture happiness
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Managethe system
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Build for meaning
Innovate management
Accelerate learning
Run experiments
Embrace playfulness
Nurture happiness
Manage the system
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Core Competencies, ROI, bla bla bla, etc.
• Build for meaning
• Innovate management
• Accelerate learning
• Run experiments
• Embrace playfulness
• Nurture happiness
• Manage the system
(something going up)
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The word management is derived from the Italian word maneggiare, which means handling horses.
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Giving and Taking ControlQuite often, when managers delegate work to people or teams, they don’t give them clear boundaries of control.
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Delegation is not a binary thing. There are more options than being a dictator or an anarchist. The art of management is in
finding the right balance.
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1. TellYou make a decision for others and you may explain your motivation. A discussion about it is neither desired nor assumed.
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2. SellYou make a decision for others but try to convince them that you made the right choice, and you help them feel involved.
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3. ConsultYou ask for input first, which you take into consideration before making a decision that respects people’s opinions.
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4. AgreeYou enter into a discussion with everyone involved, and as a group you reach consensus about the decision.
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5. AdviseYou will offer others your opinion and hope they listen to your wise words, but it will be their decision, not yours.
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6. InquireYou first leave it to the others to decide, and afterwards, you ask them to convince you of the wisdom of their decision.
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7. DelegateYou leave the decision to them and you don’t even want to know about details that would just clutter your brain.
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The 7 Levels of Delegation is a symmetrical model.
It works in both directions.
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A delegation board gives managers “something to control”. It is better that they push around the notes on a delegation board rather than the people in their organization.
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Photos: © 2015 Jürgen Dittmar
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m30.me/delegation-poker
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Handbooks / Culture Books
In some companies, employees document espoused values and culture with a bookor video.
Values
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source: © 2014 Zappos, “2014 Culture Book” http://www.zapposinsights.com/culture-book
Zappos
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source: © 2014 Zappos, “2014 Culture Book” http://www.zapposinsights.com/culture-book
Zappos
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source: © 2013 IDEO, “The Little Book of IDEO” http://www.slideshare.net/timbrown/ideo-values-slideshare1 IDEO
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source: © 2013 IDEO, “The Little Book of IDEO” http://www.slideshare.net/timbrown/ideo-values-slideshare1 IDEO
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Comparing documented values with stories of actual behaviors helps you reinforce and redefine the culture, iteratively.
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Many organizations hold a yearly company-wide values day where everybody is invited […] to revisit the organization’s purpose, values, and ground rules and inquire howthey […] live up to them.- Frédéric Laloux, Reinventing Organizations
Values Day
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The culture of any organization is shaped by the worst behavior the leader is willing to tolerate.- Gruenter and Whitaker (source unknown)
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The culture of any organization is shaped by the best behavior the leader is willing to amplify.
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When is it payout time?
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Yay!
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Should we celebrate failure?
Or should we celebrate success?
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The Celebration Grid compares behaviors with outcomes.
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Good practices usually lead to success. That’s why we have them.
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Though sometimes, good practices can fail.
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We avoid mistakes (bad practices) because they often lead to failure.
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Though sometimes, mistakes surprise us with unexpected success.
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We run experiments when we don’t know if we will succeed.
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With all experiments, there is a good chance of failing.
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Learning is optimal when we have a 50/50 chance of succeeding.
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We don’t learn anything when we just repeat good practices.
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We also don’t learn anything when we repeat the same mistakes.
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We do learn when good practices fail, though it doesn’t happen often.
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And we learn when mistakes are successful, which is also rare.
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“Celebrate failure” includes failure from mistakes. That makes no sense.
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“Celebrate success” makes more sense, but this ignores learning.
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We know that learning is optimal when we run experiments.
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Networks are great at running experiments and exploring opportunities.
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Hierarchies are good at repeating practices and exploiting successes.
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Hierarchies are also good at repeating the same mistakes. ;-)
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Healthy organizations make use of both networks and hierarchies.
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They use networks for creativity, innovation and effectivity.
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They use hierarchies for quality, predictability and efficiency.
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It is important to celebrate successes, with a focus on good practices.
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And it is important to celebrate learning, in safe environments.
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Build for meaning
Innovate management
Accelerate learning
Run experiments
Embrace playfulness
Nurture happiness
Manage the system
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