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What Is Management 3.0 & Why You Should Pay Attention To Energize Your Teams

Jurgen Appelo is a software engineer, trainer, entrepreneur, author, speaker and traveler, who has been driving agility in companies. One of his works, “ Management 3.0 ” , condenses a team management methodology so that they can survive amid chaos and fragility.

This model, based on Edgar Morin’s so-called complexity theory, is based on the notion that a system – a company, a government, a project – is not feasible to analyze as a mere sum of its component parts; rather, it is the relationships and interactions that give it meaning and momentum. To graph this, imagine a network, with interlocking threads connecting each component. These threads are the facts, actions, decisions, and interactions that make up the world.

Read: Because it’s so much more fun: 10 reasons to work as a team

That is why management has been seen for several years as a system of networks and people, of dynamic relationships, and not only about areas or departments, profits and processes. It is a living system, not machines that systematically replicate the same result.

Principles for energizing and developing talent

In its 3.0 model, Appelo shares several principles that serve to support the work of leaders and teams in today’s changing world. Here are some of them:

1. Energize people

To achieve this, it is necessary to know what it is that motivates them and that is part of their life purpose: the more consistent it is with the purpose of the organization, there will be a greater individual commitment and team cooperation. For the psychologist and professor Edward Deci, there are two types of motivations:

Extrinsic: stimuli that are provided from outside the person (for example, a performance bonus, constant congratulations from the leader, etc.).
Intrinsic: those stimuli that are internal and relevant to the person, even when it is not their primary goal (for example, a project in charge). However, if you find a meaning, a why in what you do, you connect better and there is your own reward.

Author Daniel Pink offers a similar look at intrinsic motivation in his book “Drive”, where he affirms that most people are moved more by this type of impulse than by extrinsic. In other words, in the end and in essence, people care more about satisfaction than external rewards, although they should not be lacking, and he explains that there are three factors that new management leaders need to take into account to boost talent: mastery -the desire of each one to be better in what is important to him-, autonomy -the impulse to guide his own life-; let me mention self-leadership-; and purpose – intention to serve something greater than ourselves.

2. Empower teams

To achieve this, the author of Management 3.0 points out that it is entirely possible for each team to organize itself, if it has the confidence of the leaders.

At this point, it is essential that those who lead people focus on doing their job and not on micro-management and that teams participate in collective decisions on relevant issues. In addition, it is necessary for everyone to understand that they are part of a joint system, and not the mere sum of individualities, and that the knowledge of market needs is not in the hands of a single person, but that there is a broader perspective of their needs.

To empower, there are four lines of action that are strategic to generate relationships of trust:

Let the leader trust his team.
Let the team trust their leader.
Let team members trust each other.
Let the leader trust himself.

3. Development of skills

We already know that it is difficult for any company to achieve results if its members are not trained; and the leaders are responsible for enabling the conditions for this process to take place. Some ways are:

Leading by example: living what is preached.
Promote self-learning: appreciate personal maturing time.
Coaching and mentoring: as transversal support and support tools throughout the organization.
Training and certification: to raise standards against the competition.
Collaborative learning: internal development, where everyone learns from each other.
Learning from error: doing retrospectives and tests in controlled environments.
Measure the results: feedback in the shortest possible cycles; use of keeping metrics on information radiators; indicators agreed between those who participate.
Smaller teams: the author recommends no more than 10 to 12 people.

4. Improve everything and observe the team environment

It is key in the management 3.0 model to focus on real continuous improvement, for which it is necessary to facilitate change processes and model the natural resistance that may appear.

Some suggestions for leaders are to observe the team environment, what they need, and let it be known that you are available; find cracks or faults and go to their roots to promote solutions that the team implements; define clear and specific goals and have great communication skills, a key factor of every good manager.

To learn more: The 4 keys to authentic leadership

Also, incentivize defining small victories or milestones that energize people; review achievements and not just failures; and it is also essential to recognize people.

The implementation of this leadership style implies a cultural change in companies that is not necessarily rapid, although it can be agile, if you have the conviction and vision to carry it out.

Ultimately, it depends on each company how far they want to go and on each leader, how much they want their teams to develop. Two questions that only they can answer.

You may be interested in: Keys to achieve a success-oriented work team

By: Daniel Colombo

Source: What Is Management 3.0 and Why You Should Pay Attention to Energize Your Teams

Management 3.0

Many teams use Mind Maps to explore certain topics. Similarly you can use Personal Maps to explore your team itself. Personal Maps facilitate team collaboration and bonding in a rather distant world. With this video, you will learn how to use Personal Maps to break down the barriers of cubicles and longer distances, and then you may even learn how silly you were when you thought you had nothing in common! Here you can learn more about this Management 3.0 Workout: https://management30.com/product/work… Here’s a trick, instead of presenting your own, spark conversations by presenting each other! What are you waiting for? Try this 7-minute exercise out and tell us below how it went!

To Recognize Risks Earlier, Invest in Analytics

You’ve probably heard business leaders justify their flat-footedness in a crisis by claiming that every organization is flying blind in times of deep uncertainty. But in fact some leaders know precisely where they’re going. They understand what’s required to chart a course through market turbulence, and they’ve built organizations with keen situational awareness.

When it comes to developing the ability to figure out where things are heading and respond nimbly to a changing environment, nothing is more important than analytics. Unfortunately, in recent years analytics (also known as data mining or business intelligence) has become the unloved stepchild of data sciences, overshadowed by machine learning and statistics. Those two disciplines layer mathematical sophistication on top of a foundation of human intuition, creating an appealing illusion of objectivity and deft steering. Ironically, of the three, analytics is the most essential competency for navigating crises.

Solutions based on AI and machine learning hum along well during stable times but fall apart when disaster strikes. These technologies automate tasks by extracting patterns from data and turning them into instructions. Such models can quickly become obsolete when the inputs to the system change. Analytics, in contrast, alerts you when the rules of the game are changing. Without that kind of a warning, automation solutions can quickly go off the rails, leaving you exposed to exogenous shocks.

Statistics has a similar shortcoming during a crisis. Statisticians help decision-makers get rigorous answers. But what if they’re asking the wrong questions? While statistical skills are required to test hypotheses, analysts have the acumen to come up with the right hypotheses in the first place. To attempt statistics without analytics, you’d need great confidence in your assumptions—the kind of confidence that’s foolhardy when a crisis pulls the rug out from under you.

Analysts thrive in ambiguity. Their talent is exploration, which makes them particularly good at foreseeing and responding to crises. By searching internal and external data sources for critical information, analysts keep a finger on the pulse of what’s going on. They scan the horizon for trends and formulate questions about what’s behind them. Their job is to inspire executives with thought-provoking yet qualified possibilities. Once the highest-priority hypotheses have been short-listed by leaders, then it’s time to call in a statistician to pressure-test them and separate true insights from red herrings.

During good times, leading organizations build analytics capabilities to strengthen their ability to innovate. Analysts’ ability to find clues to such things as shifting consumer tastes can help firms take advantage of opportunities before less-savvy competitors do. When the going gets tough, however, what looked like a nice-to-have innovation booster turns into a must-have safety net. To be sure, some events are impossible to see in advance—the true black swans—but addressing their fallout is a game best played with open eyes.

Unfortunately, it’s very hard to cobble together a mature analytics department on short notice. The technical skills that allow analysts to guzzle data with lightning speed merely increase the mass of information they encounter. Spotting a gem in it takes something more. Without domain knowledge, business acumen, and strong intuition about the practical value of discoveries—as well as the communication skills to convey them to decision-makers effectively—analysts will struggle to be useful. It takes time for them to learn to judge what’s important in addition to what’s interesting. You can’t expect them to be an instant solution to charting a course through your latest crisis. Instead, see them as an investment in your future nimbleness.

It also takes time to secure access to the promising data sources analysts need. Ideally, business leaders won’t wait for a big disruption to begin building relationships with data vendors, industry partners, and data collection specialists. Bear in mind that in the face of an extreme shock, your historical data sources may become obsolete. If your understanding of the past fails to give you a useful window on tomorrow’s world—perhaps because a pandemic has changed everything—it doesn’t matter how good your information was yesterday. You need new information. After the 2008 financial crash, for example, banks around the world recognized that there might be an advantage to analyzing nontraditional signals of creditworthiness, such as data from supermarket loyalty cards, but not all players were equally positioned to get access to them.

Additionally, your internal data stores may require special processing before analysts can mine them, so it’s worth thinking about hiring supporting data engineers. If analytics is the discipline of making data useful, then data engineering is the discipline of making data usable; it provides behind-the-scenes infrastructure that makes machine logs and colossal data stores compatible with analytics tool kits.

When I began speaking at conferences about the importance of analytics, I found that convincing an audience of its value was the easy part. The mood changed when I explained the catch: Analytics is a time investment. You can’t count on getting something useful out of every foray into a data set. To succeed at exploration, your organization needs a culture of no-strings-attached analytics. As the leader, you are responsible for setting the scope (which data sources should be looked at) and the time frame (“You have two weeks to explore this database”). Then you must ensure that analysts aren’t punished for coming back empty-handed.

During an extreme shock, your historical data sources may become obsolete. Then it doesn’t matter how good your information was yesterday. You need new information.

Once business leaders accept that analytics represents an investment that may not immediately pay off, I hit the next stumbling block: the perception that only a large and technologically sophisticated company such as Alphabet can afford it. This is nonsense. In my experience you’re more likely to find analytics thriving in start-ups than at well-established behemoths.

Start-ups naturally invest in analytics as they try to navigate a new market, with several generalists taking on a share of the exploratory work. Then as the venture grows, the culture changes. Workers are trusted less and made more accountable for return on their efforts, and overzealous management stifles opportunities for analytics to thrive. Analysts hired into this culture rarely get to enjoy the most interesting part of their work—exploration—and instead serve as human search engines and dashboard janitors. Many quit out of frustration as their potential is squandered.

Creating a culture where analytics flourishes takes thoughtful leadership. As organizations grow toward incumbency, only the most visionary will have the courage to nurture a true analytics department and make sure that business leaders have access to it and are influenced by it. Industries that have been burned by a previous crisis — banking is a good example — are especially likely to invest in analytics and apply it to risk management.

Becoming a leader in analytics takes a commitment to trust your analysts and give them space to do their work. Their job, after all, will be to reveal threats that you never even imagined should be on your radar. That sort of work can’t be managed with a stopwatch and a checklist.

Crises such as a pandemic—when no one has the answers, and uncertainty is high—remind us of the importance of asking the right questions. Analytics gives firms an edge in learning and adapting. When the world is suddenly upended, those who can learn the fastest are best positioned to succeed. Smart companies will invest in analytics today to get ahead of whatever is coming tomorrow.

By: Cassie Kozyrkov

RedRisks

👀 OVERVIEW: On the 3rd June 2020, I presented a live event on Risk Management Fundamentals. This video is an extract of the “Risk Identification” presentation. Due to demand, a future live event rerun is planned and if this appeals to you, please subscribe to the weekly newsletter on the website and I can keep you posted. 🖥 WEBSITE / POST: https://www.redrisks.com/risk-managem… 📧 SUBSCRIBE to my free WEEKLY newsletter: https://www.redrisks.com 🙏 ABOUT THIS YOUTUBE CHANNEL (“RedRisks”): https://youtu.be/AsXUaIACQrA 🔔 PLEASE SUBSCRIBE AND SUPPORT THIS YOUTUBE CHANNEL: If you liked this video, please give me a thumbs up (or a thumbs down – they’re all important). 👪 CONNECT WITH ME: Linkedin: https://www.linkedin.com/in/sonnigopal/

6 Signs Your Fear of Failure Is Holding You Back Without You Even Knowing It

What’s holding you back from starting a business? Wait… don’t tell me. I already know.If you’re anything like most would-be entrepreneurs I’ve talked to, you’re afraid. Yes, you, with the big dreams, the killer ideas, and the jaw-droppingly impressive skill set.

You’re a scaredy-cat. Hey, that’s nothing to be ashamed of. Most of the time, I’m totally scared, too. Fear of failure is extremely common, especially among us entrepreneurs.

And with everything going on right now, there’s more fear swirling around than ever. With businesses closing, layoffs, and furloughs, your fear of the uncertainty that lies ahead is totally justifiable.

But here’s the thing: most of us aren’t especially eager to admit our fear to ourselves… or anyone else, for that matter. Instead, maybe you tend to come up with excuses for why you don’t take the leap and head out on your own. You might snuggle up in your comfort zone, insisting that you’d way rather keep working your boring job than embrace your creative side and start a wildly profitable side hustle where you are the boss.

I know better. And you can, too. Once you recognize the signs and acknowledge that fear is the main thing that’s holding you back, you can finally start to conquer your fears and take control of your life — no matter how uncertain the future may feel right now.

Here are a few telltale signs your fear of failure is currently holding you back – whether you’ve already admitted it to yourself or not.

1. You hesitate to try new things

When a friend of yours asks you to try a restaurant, get set on a blind date, try a new sport or something else you’ve never done before, your answer is usually a quick “Nah.” You prefer to stick to things you already know.

You choose your battles carefully, only agreeing to take on select challenges you’re really confident you’ll succeed in. This may seem totally trivial when it comes to social events – but in business, it can have serious consequences. Choosing to avoid any possible chance of failure by turning down new experiences can cause you to avoid taking risks, developing new skills, and creating something exciting. All because you’re afraid of failure.

If this sounds like you, make it a goal to say “YES” the next time someone invites you to try something new. Embrace those scenarios as an opportunity to step outside your comfort zone.

2. You’re settling for less than you deserve

You absolutely adore your creativity-stifling, monotonous job. You’re thrilled with your non-committal partner who isn’t really all that nice to you. No, it’s not that you’re afraid of change – you’re just ecstatic at the thought of living every single day the exact same way as you have for the last year.

While being content with your current circumstances is a good quality, being complacent is not. The truth is, you really do have the power to improve your situation and change your life. But in order to do so, you’ll have to admit that you want (and deserve!) more. You’ll have to take a risk. Yes, you’ll have a higher chance of failure that way – but you’ll also have a much, MUCH higher chance of living the life of your dreams.

If this sounds like you, set aside some time to take stock of your life. Consider your job, your relationships, and your current situation. What are you happy with? What do you wish was different? Then, start brainstorming a few changes you could make in order to make your life closer to how you wish it was. Focus on the good that could come from facing your fears, making a change and taking a step toward progress.

3. You insist you’re not afraid of anything

Spiders? Yawn. Crippling loneliness? Bring it on. Failure? Whatever.

Sorry, but I’m calling your bluff. Everyone’s afraid of something — and entrepreneurs have plenty to be afraid of. Fear is a natural human emotion. No matter how cool or capable you are, I guarantee you’ve felt afraid from time to time. And I’m willing to bet it’s influenced plenty of decisions you’ve made, too. Denying your fear doesn’t make it go away — in fact, allowing your fear to hide away in the shadows only gives it more power over your life.

If this sounds like you, it’s time to get really honest and vulnerable with yourself. Take some time to think about what you’re truly afraid of. Write down your fears and acknowledge what you are really afraid of. Then, you’ll be able to start addressing and overcoming your fears rather than living in a state of denial.

4. You tend to fall apart when things start going south

Whenever you fail, even in a small way, you feel like YOU’RE a failure. Your self-talk gets especially negative whenever things are going bad. You thrive when things are smooth-sailing – but you tend to view any challenges up ahead as disasters, not opportunities.

If this sounds like you, your mindset is the main thing that needs changing. Work on embracing failure as an opportunity to grow. Surround yourself with positive influences and work on keeping your self-talk positive, no matter your circumstances.

5. You tend to judge other people based on their success or failure

When you see someone who’s uber-successful, you assume it’s because they’re a really incredible person. When you see someone who’s failed, you assume they must have done something wrong, or maybe they’re just not cut out for this sort of thing. (When really, this might just be one step on their long road to success.)

Pay attention to how you look at failure & success when it doesn’t involve you personally. That’s a great insight into your beliefs about it.

If this sounds like you, try to focus on your internal qualities and effort rather than external success when you’re assessing where you’re at. Also, do your best not to compare yourself to others – it’s great to learn from the successes and failures of other people, but it’s unproductive to measure yourself against them. Everyone is on a different place in their journey, their middle may be your starting point.

6. You make excuses

There are approximately a million reasons why you can’t, or shouldn’t, or won’t start a business right now. You don’t have enough money, you’re super busy, there’s a pandemic going on, you’ve got too much on your plate, it’s too hot outside, you’re tired, your psychic told you now’s not the time, you’re pretty sure your awesome idea actually sucks.

Fear is fluent in excuses. Sure, all of those excuses might be founded in truth – but if you really want to start a business, no excuse should ever be powerful enough to hold you back. That’s a surefire sign that your fear is the real thing holding you back.

If this sounds like you, address your excuses head-on. Take a moment to write down all of the reasons you think you can’t start a business right now. Then, take them one at a time and consider how you might overcome them if you had to start today. For example, if you think you can’t start a business because you don’t have any money – could you find a way to get started without cash? If you’re too busy — could you eliminate something from your schedule to free up some time?

Once you acknowledge what you’re really afraid of, you can start making real progress toward your goals — without the fear of failure standing between you and your dreams.

If you’re really serious about starting something new instead of letting your fear keep holding you back, enroll in the Side Hustle Accelerator to get everything you need to start and launch your business. Click here to join today.

The Side Hustle Accelerator program developed by our VIP expert Kim Perell is full of amazing content including a hand-picked directory of 100+ Side Hustles you can start today! This step-by-step program was built for anyone ready to start their side hustle. Get started today and take advantage of our special discount.

By: Kim Perell Entrepreneur Leadership Network VIP

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Tag: businesriskmanagement

What Is Management 3.0 & Why You Should Pay Attention To Energize Your Teams

Principles for energizing and developing talent

1. Energize people

2. Empower teams

3. Development of skills

4. Improve everything and observe the team environment

Like this:

To Recognize Risks Earlier, Invest in Analytics

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6 Signs Your Fear of Failure Is Holding You Back Without You Even Knowing It

1. You hesitate to try new things

2. You’re settling for less than you deserve

3. You insist you’re not afraid of anything

4. You tend to fall apart when things start going south

5. You tend to judge other people based on their success or failure

6. You make excuses

Like this:

Principles for energizing and developing talent

1. Energize people

2. Empower teams

3. Development of skills

4. Improve everything and observe the team environment

Share this:

Like this:

Share this:

Like this:

1. You hesitate to try new things

2. You’re settling for less than you deserve

3. You insist you’re not afraid of anything

4. You tend to fall apart when things start going south

5. You tend to judge other people based on their success or failure

6. You make excuses

Share this:

Like this: