What is Management 3.0?

A little history

Management 1.0

This is the beginning of team management during the industrial era, in a word: Taylorism. The employee has no say: he is given orders and asked to carry them out. The employee's well-being or opinion is not a consideration. The employee who does his job well is rewarded, the one who does it badly is punished. He is a pawn, no more and no less, and if he doesn't do the job anymore, he is simply replaced.

Management 2.0

It made its appearance in the 60s and 70s. This time, the hierarchy opened up somewhat to employees who, at the same time, became collaborators. It is understood that they have needs and processes are created to meet them. The managers execute these processes in a mechanical way (not to say mechanically) without worrying about whether they really meet the needs of the employees. This is management by checklist - "Yes, it's done!".

Management 3.0

How to manage while sharing it with our employees to maximize the use of collective intelligence: the group has more good ideas than the manager alone. This is why everyone has access to the same level of information, whether they are a manager or an employee, about their team or the company. This sometimes requires significant adjustments to the organization and mindset.

At this stage of management, we no longer speak of hierarchy but of a community where people are put to work. In the words of Jurgen Appelo, who first conceptualized this principle, it is about "managing the system, not the people".

This is also why we say that Management 3.0 is first and foremost a state of mind rather than a method.

Management 3.0 aims to share ideas, risks, mistakes and thus contribute to improvement and autonomy: an autonomous team is a committed team. It is not for nothing that this singular approach comes from the world of Agility, which had already shaken up the codes of software development: an iterative approach and regular deliverables. If the latter are possible it is notably because the backlog is discussed together: each task is evaluated collectively, as is the workload that will be the subject of the next sprint.

6 perspectives :

Management 3.0 translates into 6 perspectives :

1. Energize people: they are the heart of the organization. The manager must keep them active and motivated, by getting away from the usual carrot and stick approach.
2. Give decision-making power to teams: self-organization and autonomy thanks to the trust of management teams. At the same time, rethink the role and involvement of the manager.
3. Align constraints: give a clear goal and well-defined objectives (a vision) to avoid self-organization leading to nothing.
4. Develop people's skills: teams will not reach their objectives if team members do not have the required skills. It is up to the manager to contribute to the development of skills.
5. Grow the structure: pay attention to structures that improve communication, especially in complex organizations.
6. Improve the whole: always improve, to push failure as far away as possible.

The vast majority of problems an organization may encounter fall into one of these perspectives.

"Management is too important to be left in the hands of managers alone."

For whom?

For managers who want to go further, involve their team and get out of "command and control". Therefore, develop better relationships with their team.

If, at the beginning, Management 3.0 flourished in companies that have implemented agility, in software development, it is not a prerequisite. A training in Management 3.0 will not make you become a Scrum Master and you can get all the benefits even if you are not in software development.

Management 3.0 is for managers who want to apply good practices.

These good practices are in line with Agility since they put the team at the center, because it is the team and its members who will be impacted by the decisions.

Tools

Tools and games are available to put themselves in a situation and help employees manage the organization and implement better communication. Without going through all the tools available, here are two that are presented in the training as examples:

Moving motivators

They symbolize our intrinsic motivators, whose importance varies from one person to another. They can also vary over time for the same person. They help us understand what motivates us at work and in life. Discussing them helps us to know ourselves and others better. It can also reveal the causes of tension between employees if their respective values are diametrically opposed.

Among the motivators we find :

• Acceptance (those around me approve of what I do and who I am)
• Curiosity (I have many interesting things to explore)
• Freedom (I am independent in my work and responsibilities)
• Purpose (my purpose in life is reflected in my work)
• Honor (I feel proud when my personal values are reflected in the way I work)
• Mastery (my work builds on my skills and abilities)
• Structure (there are rules to ensure a stable environment)
• Power (there is enough leeway for me to influence those around me)
• Relationship (I have good relationships with people at work)
• Status (I have a good position and recognition)

Levels of Delegation - Delegation Poker

This tool allows participants to generate discussions about decision making. For example, starting with a question like "How are team goals set? As a manager, how far are you willing to delegate? As a team, what level do you want to achieve?

There are 7 levels to poker:

1. Announce: I give instructions/tell them what to do.
2. Sell: I try to sell them my decision/inform, but the decision is made
3. Consult: I consult with them, then decide
4. Agree: we agree
5. Advise: I advise, but they decide
6. Inform: I inform myself of their decision
7. Delegate: I delegate the decision completely

Attention: Whatever the level of delegation, it is not a question of giving others a task that we do not wish to do (offloading). On the contrary, it is about giving decision-making power to the teams!

Delegation Poker is reminiscent of Poker Planning, which is used in Agile teams to validate the complexity of the task at hand.

Conclusion

Management 3.0 puts people at the heart of its approach, promoting autonomy and shared decision-making via tools that facilitate group conversations, clarify communication and therefore roles.

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