Ralph van Roosmalen talk at Agile Practitioners 2017

3. OK, lets Start

4. © Happy Melly  version 1.00  management30.com
Management
and Leadership

5. For many organizations,
a common practice is that
they are managed like
machines. We call this
Management 1.0. In this
style of management,
leaders assume that
improvement of the whole
requires monitoring,
repairing, and replacing
the parts.

6. It was engineers who
developed scientific
management, the
command-and-control
style of leadership that
was quite successful in
the 20th century.

7. Engineers developed most
management frameworks
with upfront design, top-
down planning and
command-and-control
structures and processes.

8. Frameworks work well
with predictable,
repeatable tasks
(by machines).
They don’t work
with creativity, innovation
and problem-solving
(by humans).

9. Bad idea:
Moving people
between
departments as
if they are
replaceable parts.

10. Fortunately, many
managers have realized
that the greater challenge
is working with people,
not with machines.

11. In a Management 2.0 organization, everyone recognizes
that “people are the most valuable assets” and that
managers have to become “servant leaders”. But, at the
same time, managers prefer to stick to the hierarchy.

12. Bad idea:
Employee recognition
program but management
selects in the who will be the
“winner”

13. Some people think of an organization as a
community or a city. You can do what you
want, as long as you allow the community to
benefit from your work. We call that
Management 3.0.

14. In a community or
city, everyone is
(partly) responsible
for contributing to
its success and a
few are responsible
for the whole.

15. Management of the work
is a crucial activity, but
this could be done with or
without dedicated
managers. In fact, a
business can do a lot of
management with almost
no managers!

16. Most creative workers don’t realize that they are also
responsible for management stuff. Management is
too important to leave to the managers.

17. The only thing left to do for
managers is to grow and
nurture the whole system.

18. Good idea: setting up an
internal crowdfunding
system that enables
innovation by any worker.

19. Management 3.0 is not
yet another framework.
It is a mindset, combined
with an ever-changing
collection of games,
tools, and practices to
help any worker to
manage the organization.
It is a way of looking at
work systems.

20. Energize People: People are the most important parts of
an organization and managers must do all they can to
keep people active, creative, and motivated.
1

21. Business leaders and human resource
managers consider the “lack of employee
engagement” one of their top priorities.
But why do many workers not feel engaged?

22. Without motivation,
nothing would be produced.
Firms exist to coordinate and
motivate people’s economic
activity.
- John Roberts, The Modern Firm

23. A motivated worker
is not necessarily an
engaged worker.

24. Technically, we cannot make people feel motivated or
engaged. But we can certainly set up the right conditions
that maximize the probability that it will happen (even
though success is never certain).

25. Managers are responsible for making engagement a
built-in property of the organization.

26. Is employee engagement about intrinsic or
extrinsic motivation?
Does an author write books because she loves the writing process?
Or because she loves the support and encouragement from
readers? Maybe a bit of both?

27. The CHAMPFROGS model deals
specifically with motivation in
the context of work-life.
It consists of ten motivators that
are either intrinsic, extrinsic, or
a bit of both.

28. The CHAMPFROGS model is
influenced by several other
models of human motivation.
• Two-Factor Theory, Frederick Herzberg
• The Hierarchy of Needs, Abraham Maslow
• Theory of Self-Determination, Edward L.
Deci and Richard M. Ryan
• 16 Basic Desires Theory, Steven Reiss

29. Curiosity
The workers have plenty of
things to investigate and to
think about.

30. Honor
Workers feel proud that their
values are reflected in how
they work.

31. Acceptance
Colleagues approve of what
people do and who they are.

32. Mastery
The work challenges
people’s competence but
it is within their abilities.

33. Power
There’s enough room for
workers to influence what
happens around them.

34. Freedom
People are independent
of others with their work
and responsibilities.

35. Relatedness
People have good social
contacts with the others in
their work.

36. Order
Workers have enough
rules and policies for
a stable environment.

37. Goal
The people’s purpose in life
is reflected in the work
that they do.

38. Status
People have a good position
and are recognized by their
colleagues.

39. Managers must seek ways for
the CHAMPFROGS motivators
to become systemic properties
of the firm.
For example, exploration days
typically satisfy people’s need
for curiosity.

40. Don’t waste your time trying to motivate individual
workers with an employee engagement program.
Most so-called employee engagement
programs are misbegotten, unwieldy,
ineffective rolling caravans of impractical
or never-going-to-be-implemented
PowerPoint presentations.
- Les McKeown, “A Very Simple Reason Employee
Engagement Programs Don’t Work”
http://www.inc.com/les-mckeown/stop-employee-
engagement-and-address-the-real-problem-.html

41. https://management30.com/product/moving-motivators/
Exercise:
Play Moving Motivators!

42. 1. Put the motivator cards in order, from unimportant
to important
2. (You may leave out any cards you don’t want to use.)
Exercise:
unimportant important

43. 3. Consider an important change in your work (for
example, becoming a more Agile organization)
4. Move cards up when the change is positive for that
motivator; move them down when the change is
negative
positive change
negative change
Exercise:

44. 5. Explain 1 or 2 of the changes
6. Repeat for each player
Exercise:

45. Debrief

46. Empower Teams: Teams can
self-organize, and this requires
empowerment, authorization,
and trust from management.
2

47. Delegation and
Empowerment
© Happy Melly  version 1.01  management30.com

48. Empower Teams: Teams can
self-organize, and this requires
empowerment, authorization,
and trust from management.
2

49. The English verb “to manage”
was originally derived from the
Italian maneggiare, meaning to
handle and train horses.
- Kurtz and Snowden, “Bramble Bushes in a Thicket”
http://www.researchgate.net/publication/237133296_Bramble_Bushes_in_a_Thicket_Narrative_and_the_intangibles_of_learning_networks

50. To Control or Not to Control
Central control of a complex system
doesn’t work, because the central
node of a network cannot possibly
contain all information that is needed
to make good decisions everywhere.

51. Each worker has only an incomplete mental model of all
the work. And the same goes for the manager! That is
why it’s best to distribute control among everyone.

52. What scientists call distributed control is usually
called empowerment by management experts.

53. Many people are wrong
about empowerment.

54. The Dictators
“Workers should be
empowered by
managers so that they
take on more
responsibilities, feel
more committed, and
be more engaged. The
managers decide who
is empowered, and
who is not.”

55. The Anarchists
“Workers are already
empowered by default.
Nobody is needed to
grant them powers.
There are no managers,
only leaders. And they
inspire workers to
exercise the powers
they already have.”

56. Empowerment defined
empower /əmˈpou(ə)r/
1. (authority)
to give official authority or legal power to (by legal
or official means) / to invest with power
2. (ability)
to promote the self-actualization or influence of /
to supply with an ability

57. “I authorized (empowered) a team member to
take control of our company’s bank account.”

58. “I help my team members with their ability (empowerment)
to manage our social media marketing.”

59. Dictators know and understand only the first meaning of
the word empowerment (authority), while anarchists favor
only the second meaning (ability). In most organizations,
we need both.

60. Empowerment == Distributed Control
Empowered people improve system effectiveness
and survival. Empowered organizations are more
resilient and agile.

61. We aim for a more
powerful system, not
better-controlled people.
(And besides, creative
workers cannot be
controlled anyway.)

62. Empowerment
requires delegating
decisions
Managers often fear a
loss of control when
teams take over
decision-making. And
creative workers
sometimes have no
idea how to take
responsibility.
?

63. Empowerment is a reflexive relationship between two
equal partners. We should replace superiors and
subordinates with control-givers and control-takers.

64. Giving and Taking Control
Quite often, when managers delegate work to
people or teams, they don’t give them clear
boundaries of control.

65. A manager should make it perfectly clear what
the person’s or team’s level of control is in a
certain area.

66. Handing over control also works
the other way around because of
the reflexive relationship of
empowerment.

67. The Seven Levels of Delegation

68. 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.

69. 1. Tell
You make a decision
for others and you
may explain your
motivation. A
discussion about it is
neither desired nor
assumed.

70. 2. Sell
You make a decision
for others but try to
convince them that
you made the right
choice, and you help
them feel involved.

71. 3. Consult
You ask for input first,
which you take into
consideration before
making a decision that
respects people’s
opinions.

72. 4. Agree
You enter into a
discussion with
everyone involved,
and as a group you
reach consensus about
the decision.

73. 5. Advise
You will offer others
your opinion and hope
they listen to your
wise words, but it will
be their decision, not
yours.

74. 6. Inquire
You first leave it to the
others to decide, and
afterwards, you ask
them to convince you
of the wisdom of their
decision.

75. 7. Delegate
You leave the decision
to them and you don’t
even want to know
about details that
would just clutter your
brain.

76. The 7 Levels of Delegation is a symmetrical model.
It works in both directions.

77. Consult is the opposite of Advise.
The 7 Levels of Delegation is a symmetrical model.
It works in both directions.

78. The 7 Levels of Delegation is a symmetrical model.
It works in both directions.
Sell is the mirror of Inquire.

79. Dictators say, “You are not allowed to do anything except
what I authorize you to do.”
Anarchists say, “Go ahead, take whatever control you want!”
The better choice is to say, “You can do what you want except
for the areas where I place some restrictions.”

80. Delegation Boards

81. Delegation levels are applied to key decision areas. The
“right” level of delegation is a balancing act. It depends
on a team’s maturity level and the impact of its decisions.
Delegation is context-dependent.

82. A delegation board enables management to clarify delegation
and foster empowerment for both management and workers.

83. 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.

84. Delegation increases status, power, and
control. A system with distributed control
has a better chance of survival than a
system with centralized control.

85. Play Delegation Poker!
https://management30.com/product/delegation-poker/
Exercise

86. Let’s first discuss and decide on the Key Decision
Areas . . .
If you can’t decide what kind for organization . . .
1. Run a small bar (seating 30, offering drinks and
snacks)
2. Agile Transformation Team for a IT company
delivering health care software (150 employees,
little agile know-how)
Exercise

87. Decide first who is the manager
Create a team delegation board
Everyone choose (privately) one of the 7 cards
After everyone has decided, show all cards
Let both highest and lowest motivate their choices
Play it again for the same topic (optional)
Exercise

88. Exercise

89. Exercise

90. Exercise

91. Let’s play…
Exercise

93. Debrief

94. Align Constraints:
Self-organization can lead to
anything, and it’s therefore
necessary to protect people
and shared resources and to
give people a clear purpose
and defined goals.
3

95. Values & Culture
© Happy Melly  version 1.01  management30.com

96. Develop Competence:
Teams cannot achieve
their goals if team
members aren’t capable
enough, and managers
must therefore contribute
to the development of
competence.
4

97. What makes
teams competent?
Team
communi-
cation
Team competence
structure
Creative
tension
Individual
competence
Helping
each
other

98. What competencies does a team need?
Subject matter
Tools and technologies
Processes and practices
Soft skills

99. What levels of competence
are required?
Apprentice
Journeyman
Master

100. Team Competence Matrix

101. Competences
Team members
Team Competence Matrix

102. Example: Internet Cafe
It systems
Accounting
Barista
Hardware
Cooking
Hugo Emma Carl Mary Judy
Competences
Team members

103. Example: Internet Cafe
3
1
3
1
1
1
0
3
1
1
It systems
Accounting
Barista
Hardware
Cooking
Hugo Emma Carl Mary Judy
Required
competence
levels

104. Example: Internet Cafe
3
1
3
1
1
1
0
3
1
1
It systems
Accounting
Barista
Hardware
Cooking
Hugo Emma Carl Mary Judy

105. Example: Internet Cafe
3
1
3
1
1
1
0
3
1
1
It systems
Accounting
Barista
Hardware
Cooking
Hugo Emma Carl Mary Judy

106. 1. Each group picks a scenario:
• Run a small bar (seating 30, offering drinks and snacks)
• Agile Transformation Team for a IT company delivering
health care software (150 employees, little agile know-how)
2. Define main competence requirements for your team
3. Decide on competence level needs
4. Fill out Competence Matrix for your team
5. Identify the gaps
Exercise: Team Competence Matrix

107. Example: Internet Cafe
3
1
3
1
1
1
0
3
1
1
It systems
Accounting
Barista
Hardware
Cooking
Hugo Emma Carl Mary Judy

108. Debrief

109. Grow Structure:
Many teams operate within
the context of a complex
organization, and thus it is
important to consider
structures that enhance
communication.
5

110. Exercise
Play the Meddlers Game!

111. Improve Everything:
People, teams, and
organizations need to
improve continuously
to defer failure for as
long as possible.
6

113. © Happy Melly  version 1.00  management30.com
Conclusion

114. Management 3.0
It is a mindset, combined
with an ever-changing
collection of games,
tools, and practices to
help any worker to
manage the organization.
It is a way of looking at
work systems.

115. Thank you
Management 3.0 Facilitator
Distributed Software Development
Agile Coach
ralph@agilestrides.com
@raroos
www.agilestrides.com
www.linkedin.com/in/ralphvanroosmalen