How Personal Maps Increase Collaboration & Trust
Personal Maps are a great way to explore what parts of work matter most to you and to find common ground with your colleagues.
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Improving Team Communication: The Power of Face-to-Face Interactions
by Marko van Gaans, Management 3.0 Facilitator Effective communication within a team is one of the core building blocks of the Management 3.0 Foundation Workshop’s Develop Competence view and I would argue that it is by far the most important skill set any team should aim to perfect. As we’ve been given more and more...
Read moreKudos Anyone?
by Diane Brady As we move along with our daily work we focus on getting things done and finishing our deliverables and commitments. One of the ways in which I try to remember celebrating the wins and great things people do is by creating a Kudo Box and printing out Kudo Cards. These cards, which...
Read moreApplying Delegation Poker to mentor a new Scrum Master
Management 3.0 currently has more than 400 Facilitators worldwide. Our Facilitators hold workshops and bring Management 3.0 Practices to life. Former facilitator, Filipe Pacheco Souza from Brazil, shares his experiences with our popular Delegation Poker Game. My intrinsic motivators I was studying Management 3.0 theories and practices for two years, together with agile, lean, startups and other...
Read moreGamifying Change: The Change Management Game
by Ralph van Roosmalen Change. Change is easy and difficult. So many books have been written about change, how to change behavior, how to change organizations, how to change people, how to change whatever. And on the other hand, almost everyone has a mobile phone nowadays. That change happened in less than 20 years and...
Read moreAn Open Salary Formula to become a transparent company
by Pedro Angel Serrano In today’s world, transparency is one of the most important values a company needs to display to be considered as a model of excellence from a cultural point of view. At Keepler we truly believe that transparency must guide our actions, to create a company culture that we are proud of...
Read moreHow to develop competencies that enhance individual and organizational performance
by Rajesh Bihani It’s easy to talk about enhancing performance, improving efficiency and being a more influential leader. But what does it take to do that on a practical level? At Management 3.0 we don’t like to speak in abstracts, we speak in concretes. We play games to experiment with different approaches and we work...
Read moreDo key results lead to objectives? My not-so love affair with OKRs
by Jennifer Riggins The Happy Melly One team has tried OKRs three times now. I’m not a fan and this blogpost explains why. Maybe by the end you can explain to me better their value. Or offer me a more logical alternative in a never-ending search to find motivating and transparent goal-setting. What is an...
Read moreHow to Create an Optimal Employee Engagement Survey That Gets Results
by Mary Walton There’s no doubt that employee satisfaction leads to better performance, maybe even leading to a 12 percent increase in productivity. But that doesn’t mean that measuring employee engagement and happiness at work is simple. After all, satisfaction is far from a science. Employee surveys are essential if you want to run a...
Read moreAn Attitude of Gratitude: Say #ThankYou this November (and always!)
by Jennifer Riggins We are taught by our parents and then our teachers to say thank you. So it becomes an automatic thing. But is that a good thing? Nowadays, “thanks” is in our automatic email signatures. We say thanks without even making eye contact with cashiers or even those that hold doors for us....
Read moreTry this iterative drawing team activity
by Dov Tsal Most team activities I know are either competitive, too darn didactic, or have nothing to do with work. This time I’d like to introduce you to a fun team activity that will get them out of their comfort zones, will tap on their creativity, and is bound to get some insights about...
Read moreBEEVA’s experience with positive feedback, kudos and Merit Money
by Pedro Angel Serrano BEEVA is a technology and innovation company whose mission is to help companies in their digital transformation and add value as new technologies emerge. We have grown very quickly in the last three years from around 100 people in 2013 to nowadays more than 500. That’s the reason we are working...
Read moreHow experiments made me a Management 3.0 facilitator
by Ralph van Roosmalen I started my professional career in 1997. I finished the polytechnic university and started my first job as a software developer. I loved it, talking to customers, analyzing their problems and, in the end, creating software to help them solving their problems. If it were up to me, I would be...
Read moreThe Kata Practice for simpler, leaner products through scientific thinking
As much as feedback is at the essence of agile product development, we often fall into the trap of Build-Build-Build and Do-Do-Do and do not seek out customer feedback.
Read moreHow to make the Delegation Board work for your team
by Sarika Kharbanda Thanks to Jurgen Appelo, author of Management 3.0 and Managing for Happiness, I learnt the technique Delegation Board. With Key Decision Areas on the Vertical and the seven levels of delegation on the horizontal axis, to me it serves as a visible, transparent matrix structure agreement between people. I’ve now used it...
Read moreStop inviting. Sell your meeting!
by Loïc Leofold My dear friends, we are together today in honor and to celebrate the memory of Loïc, who left us too young due to a crisis of meeting. Such could have been my funeral oration. I’d learned as a quality manager that a meeting should be prepared. I used the 7Ps Framework designed by...
Read more360Stories: How can we build trust in the workplace?
by Marjoke Franken I have been working on teams or with teams ever since I was 13 years old and started volunteering at school and the local coffee bar (real coffee, not that other stuff that has little to do with coffee). I’m not going to say that ever since that age I realized the...
Read moreTeam engagement with the Niko-Niko Calendar
by Management 3.0 Facilitator Stefan Nüsperling “The primary focus of any manager should be to energize people,” emphasizes Jurgen Appelo in his book Management 3.0: Leading Agile Developers, Developing Agile Leaders. One way to energize people is to stimulate interaction between individuals at the team level. But it is not always easy to have smooth...
Read moreCulture Books: How Perkbox, LinkedIn and Facebook each emphasize core values
by Jennifer Riggins At Management 3.0, we’ve already shared how we’ve identified and developed our team’s three core values: Dare to be bold. Always be kind. Make it creative. You could argue that there are certain core values that all companies share or at least should share. But businesses are made of people and people are...
Read moreMy personal Working Out Loud Circle story
by Alexander Weinhard Working Out Loud starts with making your work visible in such a way that it might help others. When you do that — when you work in a more open, connected way — you can build a purposeful network that makes you more effective and provides access to more opportunities. John Stepper: The...
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