The attributes of good management

In this session, I will be describing what good management looks like for agile teams and organizations.

I will present a handful of frameworks for thinking about management, and marry them up to my observations over twenty years of managing experimenting on people in technology-oriented businesses.

I will present examples of good management practices and challenge a few assumptions about what good management requires.

 
 

Outline/Structure of the Talk

  • Introduce the problem: Bad management is pervasive
  • Discuss how managers learn their jobs and how this perpetuates problems
  • Introduce frameworks and theory
  • Discuss the relevant differences between agile teams and normies
  • Challenge some management myths
  • Present a "vital few" good practices to focus on
  • Call to action

Learning Outcome

Participants

  • Appreciate the importance of good management
  • Know what good management looks like and have a focus area to work on in the immediate future
  • Are aware of red herrings in the management meme-sphere and can be sensitive to them

Target Audience

managers and people who aspire to be managers

Prerequisites for Attendees

Bring your curiosity.

schedule Submitted 2 years ago

  • Naresh Jain
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    Naresh Jain - Organisational Resilience - Design your Organisation to Flourish NOT merely Survive

    Naresh Jain
    Naresh Jain
    Founder
    Xnsio
    schedule 2 years ago
    Sold Out!
    25 Mins
    Talk
    Executive

    A resilient organizational can not only adapt and respond to incremental change but more importantly, can respond to sudden disruptions and also, be the source of disruption in order to prosper and flourish.

    The traditional risk management approach focuses too much on defensive (stopping bad things happen) thinking versus a more progressive (making good things happen) thinking. Being defensive requires consistency across the organization and this is where methodologies like Plan-Do-Check-Act (PDCA) come in. However, PDCA approach does not bake in the required progressive thinking and flexibility required for a fast company organization which operates in a volatile environment.

    Professor David Denyer of Cranfield University has recently published a very interesting research report on Organizational Resilience. He has identified the following four quadrants across to help us think about organizational resilience:

    • preventative control (defensive consistency)
    • mindful action (defensive flexibility)
    • performance optimization (progressive consistency)
    • adaptive innovation (progressive flexibility)

    In this talk, I'll share my personal experience of using this thinking to help an organization to scale their product to Millions of users. I've dive deep into how we structured our organization for Structural Agility and how we set-up a very lightweight governance model using OKRs to drive the necessary flexible and progressive thinking.

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