We call them Management Moments or Management 3.0 Experiences. You may call them Management Case Stories. It’s when you go from just doing a management exercise to reaching your employees and coworkers in a new and profound way. Oh and sometimes they are the opposite when your management experiments falter. We want to share those too. That’s what this space is for, sharing experiences around Management 3.0 because we don’t pretend to create fixed rules to management. We make suggestions to improve employee engagement and smooth change management–you take that back to your team, adapt it, and make it even better!
Then, if you’ve written about it somewhere, we are happy to share your management moment! Have an experience to add? We would love to hear your experience and potentially publish it! Email email@example.com with Subject line: “M30 Case Stories.” We can’t wait to hear from you!
Kudo Cards Experiences
A kudo, a hug, a Rippa, a HERO award, a thank-you note. One of our favorite Management 3.0 practices is this employee engagement practice of peer-to-peer recognition, simply acknowledging what a colleague did, giving a virtual, literal or physical high-five. Here’s the story of RES Software implementing Kudo Cards across three locations, with nominal giveaways and unplanned rewards. And here’s one of how an agile coach implemented Kudo Cards in the banking sector as a way to starting saying “thank you” again across the organization. This game developer used kudos to create public peer appreciation, like you see here.
Moving Motivators Moments
A Moving Motivator Moment is when you use the Management 3.0 game to uncover what truly motivates your teammate or your whole team. One of the favorite Management 3.0 games, both silent and official leaders on all teams enjoy figuring out how to work with team members’ intrinsic motivation. One team used Moving Motivators in the human resources department as a way to identify the people that will grow the desired company culture. This team uses Moving Motivators during weekly scrum retrospectives, while another uses it to uncover similarities within a diverse,
multicultural team. One agile coach uses them to open up a deeper discussion, as another uses it to find out individual motivators versus the collective team’s motivation. This post walks you through how one scrum master uses Moving Motivators as a team activity and then he even tracks it all like in the image to the right. While it fits well with any team looking to understand an employee or future employee’s motivation, this exercise has gone particularly viral in scrum retrospectives, where it’s used regularly or as a “welcome variation” to usual retrospectives. Or any kind of team leader can go ahead and take the exercise to the next level by following these Advanced Moving Motivators Instructions developed by another agile coach. One unmotivated software development company found that Freedom and Goal were high on the list, allowing them to pivot activities to better serve their team.
Personal Maps for the people-side of teams
So many of us work next to someone, either physically or virtually, who we know professionally but time goes by and we really never know them. Personal Maps is an exercise for any kind of team to build better collaboration and to develop empathy. Here a software developer and team lead learned that he really didn’t know his team and they didn’t really know each other, until they did this brief exercise. And learn how learning coaches are using Personal Maps to get to know individuals before formulating personalized training.
There’s a Business Guild for that
Business Guilds are often aligned with the idea of a labor union, when that’s not really their origins. The original purpose of a craftsman’s business guild was to share common passions and to learn from each other’s knowledge and experience. In the case of Management 3.0, facilitating the growth of Business Guilds, professional circles or “communities of interest” helps people come together to become better professionals. Read about this agile coach and software development head’s Scrum Guild and why he tries to make it mandatory.
Reinventing Work Profiles and Salary Formula
Management 3.0 doesn’t just talk agile, we work to improve the future of work in ways that affect all sorts of companies. There’s no doubt that the two to four little words we put in our email signatures and on our business cards mean so much, not to mention the salaries that go with them! Read about how JustDigital data management has adapted Management 3.0 Work Profiles and Salary Formula to help his company scale.
Exploration Events everywhere
Google first made headlines with their 20-percent time. While they eventually retracted it, the idea was to allow employees to spend one day a week working on something else. Other teams do the similar with Adobe’s Kickbox internal innovation kits, Atlassian’s ShipIt Days and thousands of hackathons. We call them Exploration Days. Learn how one software company created a company-wide R&D Summit, so the whole company took the same time off for play and innovation.
So you wanna Delegate?
As you look to evolve your organization and management style, it becomes time to decide who does what and, perhaps even more importantly, who decides what. A Delegation Board clarifies roles and decision makers, while Delegation Poker makes an eye-opening game out of the whole process. Here’s how one R&D manager worked with human resources to clarify roles and fill in lacking skill sets, and how another team used a Delegation Board to clarify where they are before restructuring.
Want to get a feel for how your team is doing? Why not allow for anonymous (or not) instant employee feedback as you enter and go? Try a Feedback Wall or Happiness Door like one team that used smileys as a way to get a feel for the room.
But what if you tried it all?
Want to see what Management 3.0 might look like if change management were spread across all the functions of an organization? Visit our Management 3.0 Case Studies page to get more in-depth explanations and videos of unique journeys toward change management success.
Ryan Lockard is a software development manager for Elsevier, managing four agile teams that work on a clinical learning management system that is used in 42 percent of U.S. hospitals, providing clinical learning, training and certifications to practitioners inside hospitals and home care. Ryan is also a hardcore Management 3.0 user.
“Seamlessly incorporating kudos boxes, happiness doors, guilds and experimentation days are critical success factors to the development of an effective team culture with my organization. Understanding that knowledge workers have the market value to get a job anywhere is huge motivation for me ensure the culture I work to create with my team is one of inclusion and mindfulness, thus making them not want to look elsewhere.” Ryan Lockard, Elsevier