The tools of Management 3.0

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I recently had the opportunity to attend the Management 3.0 training hosted by Steffan Surdek, one of my colleagues at Pyxis. Steffan is the founder of Pyxis Cultures and also an expert in corporate leadership development.

So the concepts of the Management 3.0 course have recently appeared in my team coach toolbox and I wanted to share here with you, those that inspired me the most.

Playing with perspectives

Management 3.0 leads us to raise our curiosity, to experiment, to stop wanting to predict and control everything. It invites us to move away from “micromanagement” to develop relationships based on trust, within a caring environment.

In this training, Steffan invites us to use different perspectives. He helps us take different roles in turn to observe things from different points of view. With a team, this exercise can become an informal exchange around the table, and could be illustrated like this:

The fact that each person takes a role different from their own in a workshop or discussion and can change it can generates new and constructive conversations. This allows us to share the perspective we have on the point of view of others and vice versa, in order to better understand each other and better work together.

Dancing with the system

Another way of opening up perspectives offered by Management 3.0 is to adopt a more systemic, more factual way of thinking.

As a concrete example, we can see the business as a system, one team as another system, two teams working together constituting yet another system, etc.

How do we observe these systems and how do we interact with them?
How do we influence them?

As part of this training, Steffan proposes to structure our observation to adopt a more factual posture and draw richer information.

Which system are we looking at?
How does it communicate?
What is the system talking about? What is it not saying?
What is the capacity of the system?
What are its needs?
What are we injecting into this system, and is it ready to receive it?

Taking time to observe the system allows us to better understand it and interact with it.

Exchanging about what motivates us

The Management 3.0 “Moving Motivators” tool is a card game representing 10 intrinsic “motivators” for individuals. The importance someone gives to each element is specific to that person and can evolve over time.

This game is very useful to exchange with the team on several aspects:

What are our personal needs?
What motivates us in life?
How are our needs different from those of our colleagues?
What would be the impact of a change or choice on our “motivators”?

If two people of the same team have completely opposite intrinsic needs, sharing them could help to ease tensions. Exchanging around what motivates us individually allows us to better understand each other and better work together as a team.

Sharing responsibilities

Finally, if we were to summarize the Management 3.0 training in one sentence, it would be: “Management is too important to be left to the managers” (Jurgen Appelo).

According to Jurgen Appelo: “Employees often make better decisions than managers, if the decision-making system includes a relationship of trust. ”

With this in mind, Delegation Poker can be a very useful tool for generating conversations about decision-making, strengthening trusT relationships and gradually moving towards more autonomous teams.

Share about an area of decision(s) or structuring action(s) for the team or the manager. For example: “How are decisions made regarding the choice of tools or technologies? “How are team goals set? », etc.

In your opinion, what autonomy level does the team have to decide?
Would the team want more freedom in certain decision areas?
In which way(s) could the manager delegate this action/decision to give the team more autonomy?

Delegation poker reagrding a zone of action or decision can be played in the same way as Poker Planning regarding a user story: at the time of the vote, everyone turns their card at the same time, so as not to influence the rest of the group.

The goal is not to reach a total delegation at all costs (card 7), but to generate a conversation between the team and the manager and to progress.

In short

It is important to underline that Management 3.0 does not dictate a way of doing things. Above all, it offers us a framework to generate rich and constructive conversations. It helps us to be vulnerable, to dare to ask for help, help one another and thus create stronger team dynamics.

The Management 3.0 content is a great source of inspiration, discover it and try new things!

For upcoming Management 3.0 training dates, visit our website:
http://pyxis-tech.com/en/agile-training/

Lucie Lesage

After an experience in Marketing, Lucie initially chose to revisit Product Management to put her creativity at the service of Agility. With a significant experience as a Product Owner, she likes to be close to development in order to bring users’ needs, business expertise and technical aspects together.

Throughout her experiences, Lucie has always naturally facilitated exchanges and collaboration between the different profiles that make an organization. Joining Pyxis as an Agile Team Coach was therefore the logical next step, where she now has the opportunity to put her energy and listening ability at the service of continuous improvement and the pursuit of excellence.