Management 3.0: Agile Management and Leadership

Introduction

With the popularity of Agile and its implementation worldwide, organizational and social structures have been changing at a rapid pace. We have gone from a society focused on repetitive tasks to one that embraces self-organized teams and empowers many of their employees to be “knowledge workers”. However, in most organizations, management and leadership has not changed to reflect the new reality, way of work, and type of profiles.

This course covers Management 3.0, an innovative way to approach management and team leadership within your organization. Management 3.0 is based on the premise that management is not the exclusive responsibility of executives, but rather it is a group responsibility. Leaders should pursue the goal of growing and transforming organizations that are great places to work, where people are engaged, the work is continually improving, and clients are simply delighted.

Here is just one idea you will gain from this course.

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Objectives

At the end of this course students will be able to:

• Understand the factors that influence motivation
• Define objectives and indicators for work management
• Create an environment that allows (and promotes) teamwork and collaboration
• Build productive work environments
• Generate collaboration and commitment within the organization
• Create self-organized, empowered, and autonomous teams
• Delegate work to self-organizing teams within an organization
• Increase the effectiveness of the growth of the organization through agile structures
• Apply Management 3.0 tools
• Learn methodologies, approaches, and best practices in adopting agile management

Student Profile

Training in Management 3.0 is aimed at any professional who wishes to apply Agile principles to successfully manage teams and become a true leader. It may include, among others, CEOs, IT Directors, Directors of other departments, HR, Project Managers, Scrum Masters, Product Owners, Product Managers, Developers, Business Analysts, and in general, anyone who, due to their professional needs, wants to learn how to motivate and develop people, how to create and manage self-managed teams organized, as well as to define organizational structures capable of adapting to changes.

Prerequisites

Attendees must have some experience in teamwork, and basic knowledge of project, product and/or service management.

Course Materials

Each student will receive a copy of the official Management 3.0 documentation as well as an extensive catalog of digital resources.

Methodology

Engaging and interactive face-to-face course (a virtual version is also available). Our instructors teach all course materials using the demonstrative method; the participants learn new concepts through exercises and real application practices.

Certification

At the end of the course, students will have the option of applying to receive the Management 3.0 Certificate of Practice and/or becoming a Management 3.0 Licensed Facilitator. Additionally, students will earn 14 credit hours for their attendance.

Accreditation

Students will receive an official Management 3.0 Certificate of Attendance for attending this class.

Course Outline

The outline below includes the official 2-day Management 3.0 Foundation Workshop and an optional 1-day Workout!

1. Management and Leadership
   1. Management 3.0 is a proven approach to leadership, governance of teams, and creative people. Students will learn leadership methods, popular practices, challenges related to Agile adoption, and how a manager or team leader can contribute to the success of an Agile organization. The goal is to manage systems, not people.
2. Complexity Thinking
   1. Complexity thinking is the cornerstone of an agile mindset. Students will learn what complexity theory is, how to use a multitude of perspectives, how to anticipate, explore and adapt, how to think in terms of systems, the difference between complex and complicated, the fallacies of traditional linear thinking, and suggestions for complexity thinking.
3. Energize People: Motivation and Engagement
   1. What makes employees feel engaged? Why do they get out of bed in the morning? Do they want to make a difference in your organization? People are the most important part of an organization. Leadership must keep them active, creative, and motivated. Students will learn about the difference between extrinsic motivation and intrinsic motivation, the ten intrinsic desires, and common techniques for understanding what’s important to people on your teams, such as individual meetings, personal evaluations, 360-degree questions, and assessments.
4. Empower Teams: Delegation and Empowerment
   1. To control or not to control… and at what level? Finding the balance is the true art of management. Teams can self-organize, but doing it properly requires the empowerment of employees and authorization and trust of management. Learn how to operate self-organization, how to distribute authority in an organization, the challenges of empowerment, how to develop relationships of trust, and various techniques for distributed control, such as the seven levels of delegation and authority boards. Learn a management strategy that provides tools and resources to people so they can make good, safe decisions.
5. Agile Constraints: Values and Culture
   1. Culture is a by-product of consistent behavior. Shape that behavior using guideposts (values and culture book), transparency, and boundaries appropriately. Learn how to define personal as well as company values and get better results. Students will discuss questions such as how to grow a great organizational culture and how to create a work environment people will be proud of. Also, get introduced to practices that shape the company culture and turn it into a great place to work.
6. Develop Competence: Learning and Competencies
   1. The fundamental axis for change within an organization is the development of skills among its people. People can only achieve their goals if team members are capable enough. Leadership that fosters competence takes someone who leads by example, encourages and enables self-study, provides training and certification, coaches, and enables learning from failure/experiences. You will learn how and when to apply the seven approaches to skills development, how to measure progress in a complex system, the effect of sub-optimization, and various tips for useful metrics.
7. Grow Structure: Scaling Organizational Structure
   1. Organizational structures have a significant impact on how an organization works. Since many teams operate within complex environments, we must design a structure that supports agility. It is important to consider the structures that improve communication. Learn how to grow an organizational structure as a fractal, how to balance specialization and generalization, how to choose between functional and multi-functional teams, about informal leadership and the expansion of jobs, and about the treatment of teams as units of value in a network of value.
8. Improve Everything: Success and Failure
   1. Perhaps at this point we should ask ourselves: What can we do to promote a philosophy of continuous improvement? What is the best way to be more productive? Learning does not come from constantly repeating the same practice, but rather through experimenting, failing fast, pivoting, and trying again. In fact, the optimal moment of learning occurs when the probability of failure or success is at 50%. A safe environment for experimentation, sharing, and improving must be cultivated. Learn to celebrate learning!
9. (Optional) Workout! Practices and Techniques
   1. Encourage commitment to Management 3.0 through practice. Experience personal maps, performance management with Metrics Ecosystem and OKRs, team collaboration and experimentation with Celebration Grids, rewards and recognition with Kudo Box, storytelling and improvement dialogues with Better Discussion Dialogues, extrinsic motivation vs. intrinsic motivation, trust building, personal coaching with Feedback Wraps, delegation with Delegation Boards, compensation plans with Salary Formula and Merit Money.

JJM 471 | JJM471 | JJM-471