Stuff we’ve been thinking lately
The synergy of Management 3.0 and IKIGAI are strong: Management 3.0 Facilitator Kumiko Sugiyama explains what IKIGAI means for the Japanese and how you can leverage the concept for better workplaces and making work more meaningful.
Read moreEmployee Experience, what is it, and why is it important? Best Practices on EX design and hands-on examples for creating your journey. An article by Thiago Brant
Read moreIt’s a 9! No. It’s a 6! Why don’t you see things the way I do? This is an article about Conflict Management in the workplace, revealing why it’s important, how to deal with it and sharing clear strategies for managing conflicts in a team.
Read moreIn this article we will review some theories that explain the phenomena around these questions, the so-called Pygmalion Effect, to understand how our predictions influence others’ performance and how this can be used in effective leadership and in team work.
Read moreAt Management 3.0, we believe that our mindset and practices speak for themselves in opposition to any kind of aggression. It’s about putting dialogue before accusations. Gratitude instead of indifference. Diversity before segregation. Changing society from within, by its people’s own choice, one workplace and one organization at a time.
Read moreEvery Agile Coach should know what Management 3.0 is about and have the tools and practices as part of their toolkit, says Pedro Serrano is Agile Coach from Spain. Here is why:
Read moreEmployees struggling with their daily work ‘don’t have time’ to take a more creative approach in their company. Despite numerous Design Thinking workshops and Hackathons, most traditional companies fail to develop a culture of innovation. Yes, innovation is failing!
But, even if we are clearly aware of the dire need to promote innovation, why is this not taking place? What can we do to create an innovation mindset in the organization, starting today?
Read moreMario Brückner, Management 3.0 Facilitator and author of Living Transformation®, shares some key insights he has gained from years of experience accompanying organizational transformations in businesses in a range of industries around the world. Despite their heterogeneity, he observed distinct patterns – particularly of dysfunction – common to all these organizations. Knowing about these may help you in your endeavor of getting agile transformations right!
Read more“There have been times when people with highly-respected degrees have disappointed me with their limited skills. And there have been times when a rural artisan has taught me things that I myself never thought about. Building a business takes manpower,” says Nand Kishore Chaudhary. Follow his thoughts from the illusion of knowledge to the willingness to learn.
Read moreLorraine Margherita is a designer of collective dynamics for governance and performance. She helps multinational organizations experience collective practices. According to her, “Increased autonomy in a growing number of organizations can help yours create meaning and performance”.
Read moreAt different times in our lives, we’ve felt this way too – unable to accept the opportunities which come along, feeling that we probably just got lucky, and that others see us in ways that aren’t accurate. Have you felt like this? You are not alone. There are many people who are managing the same feelings and thoughts and it is known as ‘Imposter Syndrome’.
Read moreWhy do some teams outperform others while having the same skills, resources, and structures? Research found, psychological safety is the key element of high-performing teams. An article by André Cruz, Management 3.0 Facilitator and self-called “Culture Hacker” from Brazil, compiling facts around psychological safety and beyond.
Read moreby Sam at Management 3.0 Effective leadership is difficult, and falling into possibly toxic traits can be hard to avoid. Learning to delegate and trusting your team are the stepping stones to achieving effective leadership, without these foundations, leaders often find themselves in situations of micromanagement. Micromanaging, by definition, is a style of management in which...
Read moreTheory X and Theory Y suggest two aspects of human behavior at work. But what does it mean in practice? And how does Management 3.0 come into play? Facilitator André Cruz digs into it.
Read moreShowcasing the power of playing Delegation Poker – from a senior manager in one of the biggest automotive suppliers of the world.
Read moreWhat is the Tuckman model referring to, what are the various stages of team development? Forming, Storming, Norming, and Performing explained
Read moreby Pola Henderson In my previous article for Management 3.0, I talked about digital transformation and the new era of management: more digital, distributed, and collaborative. These changes had been bubbling under the surface in many workplaces, especially technology companies, long before the coronavirus. However, the pandemic has accelerated the switch to remote and hybrid...
Read moreEmployee retention in times of the pandemic is occupying one of the essential areas for organizations. Management 3.0 Facilitator Erick Masgo Dávila, advanced in Agile HR and also facilitating Agility in HR workshops, took a closer look into the topic and numbers.
Read moreby Kristen Thompson Workplace culture is everywhere. It’s in your office, your dress code, your leadership style, and in the way that your team works together. Having a company culture that’s no longer serving your organization can be difficult to reshape into one that works with an evolving team. When your team’s productivity and job...
Read moreHow to successfully delegate as a leader? Learn why and how to improve your delegation skills – in 6 simple steps! An article by Tomás Romero Borzi, Management 3.0 Facilitator from Argentina, who considers delegation skills essential because according to him it’s the way to grow, keep learning, keep being challenged, motivated and stay in flow.
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