Management 3.0 — Agile Leadership Practices
Innovative, experiential learning to equip managers with the skills needed for the new world of work.
Management 3.0 was developed by Jurgen Appelo, a leading Agile author, thinker, blogger and inspirational change master.
MGT3.0 develops participants to create high performance teams and lead and manage Agile organizations. Development managers and team leaders need to learn what their new role is in developing and leading Agile organizations.
Tabar has a unique relationship with Jurgen and Happy Melly. We are pioneers of Management 3.0 in Australia and New Zealand, having brought Jurgen to Sydney, Melbourne and Auckland on multiple occasions. Jurgen was the keynote speaker for Dare Festival in 2014, organised by Tabar.
We have run multiple MGT 3.0 courses in Melbourne, Sydney, Auckland and Wellington since 2012.
Who is Management 3.0 for?
This course is aimed at managers and leaders who want to increase organisational agility, and team members who want to become great team leaders and managers. No practical experience with Agile methods is necessary, though some familiarity with Agile principles and practices can be useful.
- Agile Management is the new gold standard for getting work done such as product development. You will learn about different Agile methods, popular best practices, the 7 dimensions of looking at projects, challenges in Agile adoption around the world, and the contribution of the manager and team leader in Agile organizations;
- Complexity Thinking and systems thinking are the cornerstones of an Agile mindset. You will learn what complexity theory is, how to think in terms of systems, and about the difference between complex and complicated.
- Energize People - people are the most important parts of an organization and managers must do all they can to keep people active, creative, and motivated. You will learn about the difference between extrinsic vs. intrinsic motivation, the 10 intrinsic desires, and common techniques for understanding what is important to the people in your teams, such as one-on-one meetings, personal assessments, the 12 most important questions, and 360 degree meetings;
- Empower Teams - teams are able to self-organize, and this requires empowerment, authorization, and trust from management. You will learn how to make self-organization work, how to distribute authorization in an organization, the challenges of empowerment, how to grow relationships of trust, and several techniques for distributed control, such as the 7 levels of delegation, and authority boards;
- Align Constraints - self-organization can lead to anything, and it’s therefore necessary to protect people and shared resources, and to give people a clear purpose and defined goals. You will learn when to manage and when to lead, how to use different criteria to create useful goals, about the challenges around management by objectives, and how to protect people and shared resources from any bad effects of self-organization.
- Develop Competence - teams aren’t able to achieve their goals if team members aren’t capable enough, and managers must therefore contribute to the development of competence. You will learn about skill levels and discipline levels, how and when to apply the seven approaches of competence development, how to measure progress in a complex system, the effect of sub-optimization, and several tips for useful metrics;
- Grow Structure - many teams operate within the context of a complex organization, and thus it is important to consider structures that enhance communication. You will learn how to grow an organizational structure as a fractal, how to balance specialization and generalization, how to choose between functional and cross-functional teams, about informal leadership and widening job titles, and about treating teams as value units in a value network;
- Change Management - people, teams, and organizations need to improve continuously, in order to defer failure for as long as possible. In practice this means that managers and leaders must act as change agents, trying to change the social complex systems around them. You will learn about the 4 facets of change management, which address the system, the individuals, the interactions, and the boundary of the system.
Games and Exercises
Each topic includes at least one game or exercise where people put into practice the ideas of the course in groups of five or six people. Sometimes people play as different managers against each other. Sometimes they act together as one manager, sharing their thoughts while working on a problem.
The exercises include Team Diversity, Method Map, Biggest Challenge, Complexity Thinking, Moving Motivators, The Ellen Game, Delegation Poker, Agile Goal Setting, Metrix Matrix, Meddlers, Change Agent and Cudo Cards.
Every activity ends with a debrief and a discussion, so that people can relate what they've learned to their own situation, and bring up questions and experiences to be addressed by the whole group.