Change is inevitable. Change is the only certainty nowadays. In this interactive session, you will learn about different change models and combine them to support your change. People don’t mind change; they don’t like to be changed. Together we will learn about what could work in a change project and learn about one of the most powerful practices of Management 3:0: The Change Management Game.

We live in a complex world, there are no silver bullets to solve problems in this complex world. There has been done a lot of research on what makes teams successful, or what identifies a good team. The five dysfunctions of a team, the Rocket model, project Aristotle. I believe all those models have good components, but what would happen if you get the best of all those models, and also back them up with academic research?

In this talk, I would like to share six components that will help teams to create value. Six components based on research, existing models, best practices, and my experience as a manager. This talk will explain that successful teams: have trust, are reliable, have conflicts, understand their impact, care about results and have clarity. You will learn why these six components are important but also have some practical take-aways. For example, having conflicts is easy said. However, how do have conflicts, and help teams with conflicts?

The talk is connected to my latest book The Art of Teams.

"Teams are becoming a basic building block for many contemporary business organizations, with one survey finding 68 percent of Fortune 1000 companies using self-managing teams"

- Lawler, Mohrman & Ledford

Our world is getting more complex every day, and change is the only stable factor. It is impossible to solve the problems as an individual. Teams are required to deal with the problems we have to solve. This could be developing new products, serving customers, research new tools, etc.

We all probably worked in a great team once. At that moment we maybe did not realize it but when working in other teams we realized how great that one team was. Great teams don’t just happen. There are many models that can help you to build great teams, and still no guarantee!

In this talk, I address several things that are important related to great teams.

To start with, what is a team? I first want to create a common understanding to make sure everyone has the same view on a team. Just having six people in a room, doesn’t mean they are a team.

Should there be a maximum of six people in a team? Or is it 15 like Dave Snowden writes? Or should it as it is described in the Scrum Guide? We will look at different models and make a conclusion about the optimal team size.

One of the most important characteristics of a team is diversity. Many people think about gender when they talk about diversity. Diversity is much more, in this talk I will describe what makes up team diversity. Diversity has advantages. However, I will also address the disadvantages of diversity in this talk. I will share and exercise that teams can use to calculate their diversity score and help them to increase diversity.

Many organizations and people performed research about what makes great teams. For example, Patrick Lencioni (Five dysfunctions of a team) Google (Project Aristotle) and the Rocket Model. All this research has value, and there is also overlap. I studied different models and combined them into one. Great teams have conflicts, clarity in the team, trust in each other, understand the impact, are Reliable to each other and care about results. I will dive into these six topics and give examples, as also tools and practices to improve the topics.

I will close the talk with the Team Decision Matrix. More and more teams are expected to be self-organizing and are empowered by management to make decisions. However, management would like to know how they make decisions, and the team is often wondering how to make decisions. The Team Decision Matrix describes five approaches to decision making. I will share those approaches with the audience, and also show how they can use this to coach their team to provide clarity in decision making.

Motivation, Empowerment, Alignment, Competence, Structure, Improvement

Learn about a new approach to lead and manage Agile organizations.

Agile management is an often overlooked part of Agile. There is a lot of information available for team members, software professionals and project managers on how to be and act Agile, but little information for managers and leaders. However, when organizations adopt Agile, not only team members and project managers need to learn new practices, but managers and leaders must also learn a new approach to managing and leading Agile organisations.

There is a research that shows that “old-style” managers are the biggest obstacle in transitions to an Agile way of working. Furthermore, in an Agile organisation, there is no need for “old-style” management. Managers and leaders need to learn what their new role is in Agile organisations.

Attending a Management 3.0 workshop will give people insight in the new role of management in an Agile organisation

Who should attend

This course aims at managers and leaders who want to learn about how to manage Agile organisations. People who want to know how to contribute to become a great Agile Organisation. Everyone who wants to manage for Happiness.

rofessionals who often attend the training are team leaders, managers, Agile coaches, scrum masters, project managers, product owners, senior team members, and top-level management.

You have the following challenges in your work:

• How can we motivate our workers?
• How can we change the organisation’s culture?
• How can we change the mindset of managers?
• How can we get teams to take responsibility?
• How can we improve teamwork and collaboration?
• How can we get managers to trust their teams?
• How can we make the business more agile?

Topics covered

• Management and Leadership
• Complexity Thinking
• Energize People – Motivation and Engagement
• Empower Teams – Delegation and Empowerment
• Align Constraints – Values and Culture
• Develop Competence – Learning and Competence
• Grow Structure – Scaling organizational Structure
• Improve Everything – Success and Failure

Practical details

• Participants will receive a certificate of attendance signed by Jurgen Appelo
• No laptop required
• Attendees will receive digital copies of all used materials
• Attending the workshop allows you to become Management 3.0 facilitator

Download here the Management 3.0 Two-Day Workshop brochure.

Motivation, Empowerment, Alignment, Competence, Structure, Improvement

Learn about a new approach to lead and manage Agile organizations.

Agile management is an often overlooked part of Agile. There is a lot of information available for team members, software professionals and project managers on how to be and act Agile, but little information for managers and leaders. However, when organizations adopt Agile, not only team members and project managers need to learn new practices, but managers and leaders must also learn a new approach to managing and leading Agile organisations.

There is a research that shows that “old-style” managers are the biggest obstacle in transitions to an Agile way of working. Furthermore, in an Agile organisation, there is no need for “old-style” management. Managers and leaders need to learn what their new role is in Agile organisations.

Attending a Management 3.0 workshop will give people insight in the new role of management in an Agile organisation

Who should attend

This course aims at managers and leaders who want to learn about how to manage Agile organisations. People who want to know how to contribute to become a great Agile Organisation. Everyone who wants to manage for Happiness.

rofessionals who often attend the training are team leaders, managers, Agile coaches, scrum masters, project managers, product owners, senior team members, and top-level management.

You have the following challenges in your work:

• How can we motivate our workers?
• How can we change the organisation’s culture?
• How can we change the mindset of managers?
• How can we get teams to take responsibility?
• How can we improve teamwork and collaboration?
• How can we get managers to trust their teams?
• How can we make the business more agile?

Topics covered

• Management and Leadership
• Complexity Thinking
• Energize People – Motivation and Engagement
• Empower Teams – Delegation and Empowerment
• Align Constraints – Values and Culture
• Develop Competence – Learning and Competence
• Grow Structure – Scaling organizational Structure
• Improve Everything – Success and Failure

Practical details

• Participants will receive a certificate of attendance signed by Jurgen Appelo
• No laptop required
• Attendees will receive digital copies of all used materials
• Attending the workshop allows you to become Management 3.0 facilitator

Download here the Management 3.0 Two-Day Workshop brochure.

Many people talk about Agile management, self-organizing teams, organizations without managers, but do they really exist?
Yes, they do! I am the CEO of Happy Melly One, and I have nothing to say about the company. I am just one of the team
members, the company (including me) won't accept managers. To make things more complicated, we are also fully distributed.

How do we do things?

In this talk, I will share how we decide on salaries, how we decide on who is going to do what, how we define our bonuses, how do we hire and fire people. All the things that are taken care of by managers in many organizations.

The take away will be to realize it is possible to have an organization without managers!

Agile Management, many books, and blog post are written about it, but how do you really do it? What are the tools that you can
use?

In this workshop, we are gonna experience some of those tools by actually using them.

We will start the meeting with what is Agile Management all about. However, we will quickly switch to the games and tools.

The games, practices, and tools we discuss are:

• Delegation Board, delegation is not easy. Delegation boards enables management to clarify delegation and to foster empowerment for both management and workers.
• Moving Motivators, Moving Motivators can be used to identify the impact of motivation and how motivation it is affected by an organizational change.
• Personal Maps, A great exercise for a better understanding of people is to capture what you know about them in personal maps.
• Team Competence Matrix, the Team Competence Matrix is a tool to identify gaps between the current competencies of the team and the required competencies

Attendees will experience the real tools, and when they leave the workshop are ready to apply the tools the next day at work!

Management books in general are boring and too many words. It doesn't have to be like that! In this Workshop we are going to look at three colorful and playful management games:

• Moving Motivators, learn how to discover what motivates your team. Motivators, you can't (technically) motivate other people, but you can create an environment where they will be motivated. How do you know what motivates them?
• Delegation Poker, what is agile delegation and how can you implement delegation. Delegation, what is delegation and how can you implement delegation?
• Change Game, change is scary... so how can you change a complex system. Change Management, many things you do as manager, lead, senior person are related to change. Change is scary... so how can you change a complex system?

The practices are from Management 3.0 and we shortly look at the theory but move quickly to the game part. The audience will decide on the order of the topics.

Spotify is cool. In the last month I heard three organizations saying they want to implement or copy the Spotify-model and I know some organizations are working on implementing it as we speak. But is this really a good idea?

I will explain why in general I don't want to implement a success model from another company using guidelines to deal with complexity. There are eight guidelines that you can use to deal with complexity. Three of them make it clear why you can't just copy a model from another organization. I will talk about those three guidelines and explain them.