Case Study: How participatory management improves the environment and gets results

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This post is written by Mateus Rocha, head of Agile Program at Stefanini Powering Your Business

Recently we had a challenging time in our projects. The market for Java developers has always been very heated, but from after the time, the market has become even more competitive to hire and retain these professionals, who receive several proposals of work per month. Linkedin further facilitated this contact between recruiters and professionals. This alerted us greatly: How to keep professionals (who have all the knowledge of the business) motivated to continue in our projects and companies? Wage was the only attraction? People like to work here. That’s enough? Looking for answers and renovation, we found the Management 3.0!

We start with small embryos in some specific squads so as not to attract much attention from the rest of the cell and not increase complexity from the beginning. The idea has always been to test the hypothesis and collect feedback. To begin the plan, we used Kudo Box in the squad’s retrospective, where, in a ritual closing ceremony, we asked them to write a message to someone who helped them during the sprint. The result was incredible! Several of the staff said thank you, such as “thank you”, Mr. X for helping me out on that difficult query” or “thank you Mr. Z for helping me with jasper”. This motivated us to take the next step.

Then we apply Delegation Poker, but in a slightly different way. The team thought it best to make a delegation table for all of them, with questions they thought pertinent and magical. We solved two problems once. We always have problems with holiday bookmarking during the same period, the vacation period and the time bank (which is afraid). When we applied the dynamics, the team opted for:

  • Extension of holidays – Advice
  • Vacation – Ask
  • Time Bank – Delegate (We only aligned the restriction of not going from 10 hours to more or less)

Again, the results were incredible! The staff has self-organized and puts the holidays on the wall. If someone wants the same period they negotiate with their co-worker.

Vacation extensions have never been a manager’s issues and the time bank is controlled like never before.

The next step was the celebration grid, where we made room for celebrations of experiences and team learning, reviewing our practices and what luck! Ufa! The feeling that has remained is that here is a place that we can learn and evolve as a team.

Because this change in mindset and practices, we have not lost even one person in squads in the last 4 months (the average was 1/month before).

We are replicating and sharing to all managers and cells these practices today , which each day gain strength and make people happier, more empowered and with a purpose.

I leave here my thanks to the friends in the trench: Improvement squads, agendas and antifraud, Leila Almeida, Filipe Pacheco, Nícolas Gutiérrez and many others who embraced this mentality as a life purpose!

Do you want to test out Management 3.0 practices at your own office? Find an event near you!

And don’t forget to check out more management case studies!

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