The misery of workers worldwide (managers included) is personified by the fictional character of Melly Shum, who has hated her job for more than 25 years. How can we improve the happiness of these kind of workers? In this presentation you will get insights about the current situation of worker happiness in Japan and how to improve it.

1. © Happy Melly ♦ management30.com
Lets help Melly
to love her job!

2. The misery of workers
worldwide (managers
included) is personified
by the ficDonal
character of Melly
Shum, who has hated
her job for more than
25 years.
© 2013 FaceMePLS, Creative Commons 2.0
https://www.flickr.com/photos/faceme/8345123691

3. Sadly, employee wellbeing level at work is
low in Japan
参考:
2016年度Edenred-Ipsos Barometer調査の結果
https://www.edenred.jp/about-barclay-vouchers/press-release.aspx
プレスリリース2016年5月27日
56%44%
日本における職場でのウェルビーイング（満足度）

4. Sadly, employee engagement levels is
low in Japan
参考: Gallup, “Worldwide, 13% of Employees Are Engaged at Work” hQp://bit.ly/1PBuaDn
Actively
Engaged
Actively
Disengaged
24%7% 69%
Not
Engaged
日本における職場でのエンゲージメント

5. Jurgen Appelo
Creator of Management 3.0
Author and CEO of Happy Melly

6. § よりよい職場
§ 最高の会社
§ 輝く顧客
Founder & CEOステファン ニュースペリング
§ Management 3.0の
日本唯一の認定ファシリテーター
§ Management 3.0のCo-Owner
Professional Scrum Master
Happy Melly Member

7. For many organizaDons,
a common pracDce 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.

8. It was engineers who
developed scien&fic
management, the
command-and-control
style of leadership that
was quite successful in
the 20th century.

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

10. Frameworks work well with
predictable, repeatable tasks
(by machines).
They don’t work
with crea=vity, innova=on
and problem-solving
(by humans).

11. In the 21st century, we see the rise of the
Crea=ve Economy
One recent IBM survey of
more than 1,500 CEOs
reports that crea&vity is the
single most important
leadership competency for
enterprises.
- Tom & David Kelley, Crea&ve Confidence

12. Management 1.0
Example:
Moving people
between departments
as if they are
replaceable parts.

13. Command-oriented, low-freedom
management is common because
it’s profitable, it requires less
effort, and most managers are
terrified of the alterna&ve.
- Laszlo Bock, Work Rules!

14. What are demerits of
Management 1.0?

15. A simple fact is…
Happy workers do more
and achieve more
source: ScienceDaily, “We Work Harder When We Are Happy, New Study Shows” hQp://bit.ly/OV0HZP

16. And we found that creativity is positively associated with joy and
love and negatively associated with anger, fear, and anxiety.
soucrce: Fast Company, “The 6 Myths Of CreaDvity” hQp://bit.ly/2kNW0SW
Happy workers are more crea=ve
[...] they’re more likely to
have a breakthrough if
they were happy the day
before. There’s a kind of
virtuous cycle. [...] One
day’s happiness often
predicts the next day’s
creativity.

17. NüWorks
www.nuworks.jp
17
「2030年にはこれは
劇的に変化し
世界的にほとんどの
大きな経済圏で
労働力が不足します。」
Rainer Strack, Boston Consulting Group
参考:
TED Video,
https://www.ted.com/talks/
rainer_strack_the_surprising_workforce_crisis_of_2030
_and_how_to_start_solving_it_now

18. "Japanese companies will have to
improve their work environment
or we won’t be able to aNract
people"
Daiwa Securi&es Group Inc. President Takashi Hibino
source: Bloomberg,
“Tokyo Has More Than Two Job Openings for Every Applicant“
hQp://bloom.bg/2mzDFX

19. 1. 自分の仕事に対しての評価
2. 同僚との良好な関係
3. ワーク・ライフ・バランス
4. 上司との良好な関係
…
8. 給料
…
人達の好む仕事は？ (Job Preferences of 200,000 Job Seekers)
参考:
TED Video,
Rainer Strack, The
surprising workforce
crisis of 2030
http://bit.ly/1BqEXea

20. § Less Motivation
§ Low Engagement
§ Less Happiness
!
Demerits of Management 1.0
can be:
§ Less Productivity
§ Less Creativity &
Innovation
§ Higher Turnover

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

22. In a Management 2.0 organizaDon, everyone recognizes
that “people are the most valuable assets” and that
managers have to become “servant leaders”. But, at the
same Dme, managers prefer to sDck to the hierarchy.

23. How to deal with middle/
senior managers and
colleagues in staff
func&ons is in all
likelihood the most
challenging issue you will
face in a transforma&on.
- Frédéric Laloux,
Reinven&ng Organiza&ons

24. Management 2.0
Example:

25. Some people think of an organizaDon 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.

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

27. Management is about human beings. Its task is to
make people capable of joint performance […].
Management is the criDcal, determining factor.
- Peter Drucker, Management Rev. Edi&on

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

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

30. The only thing leq to do for
managers is to grow and
nurture the whole system.

31. The job of management is to design and run the systems
that support the company in achieving its purpose.
- Dave Gray, The Connected Company

32. Management 3.0 Example:
Peer to Peer Bonus System

33. Management 3.0 Example:
Bonusly creates workplace happiness
through 360 degree microbonuses

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

35. The Management 3.0 model
1. Energize People
2. Empower Teams
3. Align Constraints
4. Develop Competence
5. Grow Structure
6. Improve Everything

36. Manage the System,
not the people

37. Today lets talk about:
How do we mo=vate people?
How can we improve engagement?

38. When did you last enjoy
your work? And why?

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

40. Without mo=va=on,
nothing would be produced.
Firms exist to coordinate and
mo&vate people’s economic
ac&vity.
- John Roberts, The Modern Firm

41. A mo=vated worker
is not necessarily an
engaged worker.

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

43. Managers are responsible for making engagement a
built-in property of the organizaDon.

44. Is employee engagement about intrinsic or
extrinsic mo=va=on?
Does an author write books because she loves the wriDng process?
Or because she loves the support and encouragement from
readers? Maybe a bit of both?

45. The CHAMPFROGS model deals
specifically with mo=va=on in
the context of work-life.
It consists of ten moDvators that
are either intrinsic, extrinsic, or
a bit of both.

46. The CHAMPFROGS model is
influenced by several other
models of human mo=va=on.
• Two-Factor Theory, Frederick Herzberg
• The Hierarchy of Needs, Abraham Maslow
• Theory of Self-Determina&on, Edward L.
Deci and Richard M. Ryan
• 16 Basic Desires Theory, Steven Reiss

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

48. Case Study 1: Team Communication is not good

49. Case Study 2: Job Interview

50. Case Study 3: New Team or New Project

51. Case Study 4: Team wide Radar Chart

52. Debrief

53. Here’s to the crazy ones.
The rebels. The troublemakers.
The ones who see things differently.
While some may see them as the crazy
ones, we see genius. Because the people
who are crazy enough to think they can
change the world, are the ones who do.
- Steve Jobs, Think Different

54. Text: Jurgen Appelo ♦ IllustraDons: Chad Geran ♦ Design: Muuks
m30@nuworks.jp
management30.com
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