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

What Is Management 3.0 and 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.

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.

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.

By:

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

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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!
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Working Crazy Hours Is Exhausting, Draining and Painful. But Sorry Entrepreneurs, It’s Necessary

Lately, there is a huge movement towards the idea of work-life balance. We are often told that people can be just as effective in working less time and that doing 50-70 hours a week is toxic, unsustainable, and unnecessary.

Although it sounds smart to maintain work-life balance, experience tells me that a business would not normally get off the ground if a business owner didn’t put in the time. 

Related: How 7-Figure Entrepreneurs Effectively Manage Their Energy

I launched my first business in 2002 and like most entrepreneurs, worked incredibly long hours. A typical day was about 12 hours and a typical month involved taking one weekend off. I averaged 60 hours of work per week for four years straight as the business grew from $1M+ in sales revenue to over $10M+.

In 2006, I launched another business and once again found that a 50-60hour week was the time it took to stay on top of everything that needed to be done. The same happened when I started another company in 2010 and it persisted for another five years.

There’s a reason for this. Businesses make money primarily because of the assets they control and as a result of the labor that sweats those assets. A startup neither has any assets or any labor force.

The trick to getting a business off the ground is to create valuable assets (products, systems, brand, intellectual property, etc) while simultaneously recruiting a team and running the day-to-day operations. If that sounds like a hard task, you’re right — it is. It’s a constant balance of working on the business, in the business, and recruiting people to join the business. You also have to achieve all of this, without running out of money. 

Anyone who works in an established company is leveraging existing assets. When they mention the company brand, refer to their operations manual, log in to the IT system, share a customer success story or sell a proven product, the assets are doing most of the work.

Related: 5 Ways to Get a Natural Energy Boost at Work

Working with an established team creates efficiency and momentum that you don’t normally notice until it’s missing. A company that has a team of 40 people who have all got training and experience is constantly benefiting from that team dynamic. Even if you hired and trained one new person a month, it would take about 4 years to arrive at a functioning team of 40 people.

Creating assets is a full-time job. Hiring and training people is a full-time job. Running the day to day operations of a business is a full-time job. It’s easy to see why entrepreneurs don’t have any trouble filling 12+ hours a day with work that needs to be done.

It’s important to know this before you start a business. If you have an expectation that a business will materialize with minimal time and effort, you will experience a lot of frustrations as the reality sets in.

On the flip-side, if you expect to be doing long days and working on your weekends, you’ll get on with it and still have a smile on your face. Work isn’t really work for entrepreneurs. Creating your own business, around something you are passionate about will feel energizing most of the time.

It is critically important that if you are doing long hours that you are blending your time between the three key roles. You can not simply be working in the business or else you will eventually burn yourself out and have nothing to show for it.

I recommend a blend of: 

– 50% of your time working in the operations of the business: sales, marketing, administration, delivering value to customers.

– 25% of your time into asset creation: creating software, systems, intellectual property, media, and documenting best-practices.

–  25% of your time into hiring and training your team: start with an executive assistant, then get a salesperson and someone who can assist clients. Initially, this time could be used for fundraising and then when funds are secured, diverted to hiring and training. 

Related: 9 Ways to Attract Good Energy Today and Every Day

Using this formula, you might spend 30 hours a week working in the business, 15 hours creating assets, and 15 hours developing your team. To some, this might sound like an unbearable workload but most successful entrepreneurs I know have put in these long hours in order to get to the point where they now make it look easy. More to the point, they have the assets and the team in place, who make it look easy.

By: Daniel Priestley / Entrepreneur Leadership Network VIP

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