Stuff we’ve been thinking lately
by Richard Atherton “Money makes the world go around,” so sang Liza Minnelli in Cabaret. Or does it? A plethora of research has now confirmed that for complex tasks, humans are simply not motivated by money. Or at least, if you do motivate them with money, they will not perform as well. This is remarkable...
Read moreby Jurgen Appelo In organizations, systems consist of people, structures, and processes that operate together to make an organization “healthy” or “unhealthy.” Wiki’s definition of systems thinking Judging by Thinking in Systems, the writing of systems thinker Donella Meadows, we all live our lives according to our purpose. #Purpose is deduced from #behavior, not from rhetoric...
Read moreby Jennifer Riggins We surely don’t believe that employee recognition should be relegated to one day a year. And we sure as heck don’t think it should be top-down. What we do know is that a lot of people are searching for—quite literally, on Google—employee appreciation ideas, but so often they aren’t involved in the...
Read moreby Jennifer Riggins How do you scale your company culture right along with your business model? This is a common quandary for culture-minded startups everywhere. The best way to learn, of course, is through experimentation and shared experiences. Typeform—the startup that’s making forms (yes, yawn, forms) interesting—is growing fast. With the corporate mission “to be a little...
Read moreby Sam, Management 3.0 Team I’m going to kick off this article with something I like to refer to as the Aristotle Challenge. The philosopher said: Anybody can become angry, that is easy. But to be angry with the right person and to the right degree and at the right time and for the right purpose and in the...
Read moreby Ryan Lockard Roughly eight years ago, I stood in my basement office afraid to sit so I didn’t fall asleep. It was the third day managing a project cutover that was meant to be completed in two days—a critical series of technical issues had us stuck at 50 percent complete and well past the...
Read moreby Sam, Management 3.0 Team Now that you’ve put the fear behind you and have brought yourself ‘to the table’, how can you convey your message in the most powerful way?In part two, we’re going to discuss actual tips and tricks for public speaking with the hopes that you’ll walk away with some tangible tools...
Read moreby Jurgen Appelo I am slowly delegating the production of our Management 3.0 workshop materials, which is not easy for me. I am quite territorial in my attitude toward our creative products, and the workshop modules have always been my territory. I am a dictator in that area. It is the main reason why people...
Read moreby Jennifer Riggins That old adage about our two ears and one mouth may have led us to roll our eyes at our parents one too many times, but it stands to reason. If you ask management influencer and professor Gianpiero Petriglieri, we are reducing leadership down to an MBA-sized set of skills which is causing...
Read moreby Jennifer Riggins “I didn’t steal the money.” This five-word sentence is a loaded one, which varies depending on which word you emphasize. Go ahead, try saying it out loud (preferably not in line at a bank.) If you emphasize the first word, you imply that it was someone else and you might know just...
Read moreby Jennifer Riggins We talk a lot about people making a difference at work — but what if your work makes a difference? We don’t talk enough about non-profits and we should. I spent this week at Spark the Change here in London, a conference for helping organizations reach their potential through their people. And while there...
Read moreby Nikoletta Tatár Human beings are naturally curious, forming questions, looking for answers, and experimenting — it’s all in our nature. Adaptation is key to evolution and survival — in both nature and in business. Usually, we are very good at pointing out if something does not work or needs to be changed. Running experiments...
Read moreby Sam, Management 3.0 Team Seinfeld put it perfectly when he described how the majority of us viscerally feel when we think about public speaking. He said: At a funeral most people would rather be in the casket than at the pulpit delivering the eulogy. What is it about speaking in front of others that...
Read moreby Jennifer Riggins “How do I deal with an employee that is constantly late?” This question was posed at this month’s Management 3.0 Meetup in London. Jurgen, who was our guest speaker, said “Who cares?” because he shares the belief that people should be able to come in when they want. Of course, this became...
Read moreby Jennifer Riggins Editor’s Note: At the time of publication the parent company for Management 3.0 was called Happy Melly One. It’s now called Happy Melly Group. This article specifically speaks to an experiment we ran called Happy Melly. Happy Melly today has been absorbed by Management 3.0 as the ‘happiness arm’ of the company....
Read moreby Jason Little This is the story of Lean Change Management’s Jason Little, and how he became an accidental entrepreneur. It’s been four years since is first book was published, two since he started his lean change agent workshop program, and five since he decided to toss the over-used buzzword ‘agile’ into the toilet for a...
Read moreby Florian Sauter This piece offers a practical way to discover the common core values in your team and how to generate a conversation about them. It’s for everyone who wants his or her team to benefit from collaboratively discovering their own common values. It’s a journey that could be triggered by a team leader, manager...
Read moreby Kevin Miyashiro Agile businesses are the future because they are often in the best position to exploit the disruptive effects of digital and software technology. A business that follows an agile process can launch the right products faster than its competitors and adapt quickly to changes, both internal and external. A growing body of practitioners called agile coaches...
Read moreby Sam, Management 3.0 Team A person’s success in life is measured by the number of uncomfortable conversations they’re willing to have. Rarely have I come across a quote that resonated as strongly as this one by Tim Ferris in the 4-Hour Work Week. It struck such a chord that I’ve modeled my business on...
Read moreEditor’s Note: This blog was written when Management 3.0’s parent company was called Happy Melly One and when we had launched an experimental project called Happy Melly, which focused on happiness at work. Today Happy Melly has been absorbed by Management 3.0, which is part of the Happy Melly Group. by Jennifer Riggins Jurgen Appelo...
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