Work Expo – Management 3.0

How to visualise a purpose? How to share a vision? How to tell your story? Often, organisations have a vision and a mission statement (for their organisation, product, team), but words don’t convey the message. What you should do is show, don’t tell!

Sharing a vision
Sharing a vision

Create an exposition of the work you’re doing (in your team, in your department, or even individually). When you can create an excellent exposition about your work, you have likely found and visualised your purpose (Management 3.0 Work Expo).

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Celebration grid – Management 3.0

“Insanity is doing something over and over again and expecting a different result.”

Insanity is doing something over and over again and expecting a different result. If you evaluate objectively what you’re doing – over and over again – and you’re not satisfied with the output – why would you keep repeating it? Humans are creatures of habit and routine. If you’d like to change something in your routine, you should focus on small and incremental changes. How does this work in groups of people? At home… , at work? We would like to improve our behavior and practices, but the daily routine often prevents us.

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Personal maps – Management 3.0

Are you all professional at work? No chit chat, no small talk, not sharing personal stuff? Well, you’re not the only one. In most projects and environments I’ve worked, there’s not much sharing of personal things, and the most “coffee talk” I hear is about work-related topics. Then again, I asked how my colleague’s weekend was, and if anything special happened?

Frankly, do you know your colleagues, your teammates?

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Delegation poker & authority boards – Management 3.0

This concerns who’s responsible for what – who has the authority to perform certain actions, take ownership of specific tasks, etc.? In organizations, responsibilities and the level of control are often not clear (cf. difference between Responsibility and Authority). Most often, one has to discover or figure out what level of authority they have.

Proactive people may take more ownership and proceed with actions. Till that moment, a superior intervenes to set some boundaries. Rarely did these boundaries are formed from the beginning. Some people do not care about these blurry boundaries of authority and will delegate all kinds of “accountability” to higher-up managers (in case of situations going wrong). This can be entirely counter-productive and frustrating.

If you are serious about setting boundaries of authority and want to delegate real authority to teams in the company, you should take action to make these boundaries clear.

A great tool to do this exercise is delegation poker by Management 3.0.

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Happiness door – Management 3.0

Imagine you’re having a meeting, a workshop, a retrospective, a training, … do you know how your attendees are feeling, how do they evaluate their experience?

The goal is to collect feedback of people both on a quantitative (what’s your rating, your score?) as a qualitative level (how do you feel, what do you like, what could be improved?, etc).

Usually this is done via “feedback forms”, which works quite well at the end of a longer session, or training. But it’s also very interesting to apply this for any kind of gathering!

You can easily integrate ways to collect feedback in any kind of meeting.

Management 3.0 proposes the feedback or “happiness” door.

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Kudo Cards – Management 3.0

Receiving a thank you is great, but showing appreciation to colleagues, friends, family for something they’ve done for you is even more satisfying! In a professional context, showing gratitude is happening too little for different reasons: it’s uncommon (regarded as not done, it’s not part of the culture, etc.). Although said and proven in research, showing gratitude is a tremendous intrinsic incentive: this is essential to keep your employees motivated! Organizations should be as aware of intrinsic motivators as extrinsic motivators.

How can we achieve this?

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Kudo cards – Management 3.0

Het is niet alleen leuk om een bedankje te krijgen, het is ook fijn om een bedankje te geven. In een professionele context gebeurt dat vaak te weinig – omwille van verschillende redenen… (de cultuur laat het niet toe, het is niet gebruikelijk, etc.).

Nochtans… medewerkers die geapprecieerd worden zijn dubbel zo gemotiveerd! Organisaties en teams moeten evenveel inzetten op intrinsieke motivatie en niet louter extrinsieke motivatie.

Hoe kunnen we dit doen?

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