Management 3.0 Workshop

After trying a couple of times to get into a Management 3.0 training I finally ha the chance to participate in a two day course in Nuremberg.

Location

We training was hosted at Ancud IT in downtown Nuremberg. The quiet working environment was awesome, the catering for the coffee breaks incredibly good. Kudo cards to the Ancud team, but more about Kudo Cards later.

The Training

J├╝rgen Mohr works as an independent agile coach / scrum master and Management 3.0 trainer. He used the M3.0 approach in a couple of projects and could tell a lot of stories from his work experience.

So what is Management 3.0?

The overall question is: “What does a manager still do in a complex system with self-organizing teams?”

The Mindset of Management 3.0 tries to answer this question with “Manage the system not the people”

An organization is a complex adaptive system

The inventor of M3.0 Jurgen Appello built his concept around six views of agile management

  • energize people
  • empower teams
  • align constraints
  • develop competence
  • grow structure
  • improve everything

The Team

Saskia, Carsten and I had to form a team and find a name which represents our commonalities. We came up with #YORO – You only retire once, because we all considered working less at the age of fifty ­čÖé

We had to choose the team values from the values list:

We came up with

  • Openess
  • Agility
  • Trust
  • Innovation

The Tools

We tried out a lot of different tools. J├╝rgen set up a Kudo wall onto which we could put the Kudo cards to praise the behavior of our colleagues.

The Books

There are two must reads: Management 3.0 and Managing for happiness. While the first one is the scientific the other is the “playbook”, it comprises all the tools you can directly use in practice.

Additionally You can read Daniel Pink “Drive”

My Experiments so far

  • First Kudo Card given to a colleague and our HR team
  • Personal Maps as part of a team building workshop
  • Moving Motivators in an hiring interview

 

Personal Retrospective 2018

As this year is coming slowly to an end, I like to use this Sunday to experiment with a little personal Retrospective. We already did two good retros at work so I decided to one for myself.

Set the stage

As a method for setting the stage I use Check In-Questions

What do I expect to get out of this Retrospective?

Analyzing good and bad habits

Gather Data

Because I’m not really mad or sad about things happening this year I formulate the questions to: What do I want to

  • Do More
  • Do Less
  • Keep Doing

Here are my items

Do more

  • Exercise
  • Spend time with kids
  • Eat healthier
  • Reading

Do Less

  • Buying books
  • Social Media (FB, 9Gag)

Keep doing

  • Going to barcamps
  • Drink enough water
  • Budgeting with YNAB

Generate insights

As a method to generate insights I choose the 5 Whys.

Let’s start with the do Less list:

I buy so many books that I barely read them cover to cover.

  • Why do I buy so many books? – Because I enjoy reading
  • Why? – Because I like to know more about things
  • Why? – Because I want to have an knowledge advantage at work
  • Why? – Perhaps I fear a job loss
  • Why? – Times are tough in the automotive industry

Decide what to do

Smart goals

Regarding books I will restrict myself to buying one book per month.

Close the Retrospective

I drink a beer ?

Team Capability Matrix┬á´╗┐

One of the many questions You hear as a team lead is: “Who can help me with <topic XYZ>?”

When your team is small you can easily say: “colleague A is expert on X, B on Y, and C on Z”.

But with increasing team size and number of topics you have to handle in your team it can be good idea to write down the capabilities and competencies of your team members.

Step 1 – Write down all of your team members

Easy. If You don’t know who is in your team, shame on You ­čÖé

Step 2 – Write down all tools and technologies You use in Your team

A bit harder. If You don’t know by heart who uses what, please interview your colleagues.

Step 3 – Combine the information in a table.

Use a simple scheme to tag knowledge

  • :mrgreen: – great knowledge
  • ­čÖé – ok
  • ­čś│ – don’t know what it means

Write down the colleagues on one axis the tools and techs on the other.

Team Member / ToolTool XTool YTool Z
Colleague A:mrgreen:­čśÉ­čś│
Colleague B­čśÉ:mrgreen:­čś│
Colleague C­čśÉ­čśÉ:mrgreen:

To transpose or to not transpose – that is the question

It doesn’t matter which info goes on which axis but in most cases you can say which number is higher: number of colleagues or the number of skills / tools / technologies used in the team. So put the longer list on the y-axis.

What can You get out of it?

When You have your Team Capability Matrix in place you can identify core knowledge areas -things everyone in the team has to know- and fill in the gaps with training and workshops.

Let’s say Tool X and Y are must have skills. So You would schedule training for Tool Y for A and C and training for X for B and C

You can even develop your team by asking your team mates in which areas they want to improve and schedule training accordingly.

 

15 Schritte f├╝r ein erfolgreiches Bootstrapping – Teil 1

Bootstrapping – was ist das?
Leider gibt es noch keinen Wikipedia-Artikel zum Thema Bootstrapping bezogen auf Gr├╝ndungen. Deshalb hier der Versuch einer Definition:

ÔÇ×Bootstrapping ist eine Finanzierungsstrategie f├╝r eine Gr├╝ndung, die idealerweise ohne externes Kapital auskommt und durch Vermeidung von Ausgaben und Reinvestition der Einnahmen zu einem Wachstum der Unternehmung f├╝hrtÔÇť.

Vereinfacht gesagt: Gebt nur Geld f├╝r euer Gesch├Ąft aus, dass euer Gesch├Ąft auch eingebracht hat. Wie Baron M├╝nchhausen zieht man sich am eigenen Schopf aus dem Sumpf.

Wenn st├Ąndig Geld in eure Unternehmung gesteckt werden muss, lauft ihr Gefahr, dass ihr nur ein Hobby vorantreibt, aber keine solide Gesch├Ąftsidee entwickelt habt. Vorteile dieser Gr├╝ndungsfinanzierung ist das ├Ąu├čerst geringe finanzielle Risiko und bei Gesch├Ąftserfolg das Gef├╝hl, es ohne die Brieftasche eurer Eltern geschafft zu haben.

Die Nachteile sollen allerdings auch nicht verschwiegen werden. Wer eine Idee hat, die nur funktioniert, wenn in k├╝rzester Zeit der gesamte Markt durchdrungen wird, 1000 Mitarbeiter eingestellt und High-Tech-Produktionsanlagen beschafft werden, f├╝r den ist Bootstrapping sicherlich nicht das richtige Konzept.

So, jetzt aber zu den einzelnen Schritten:

Go live! – Der erste Kunde z├Ąhlt
Grau ist alle Theorie, bzw. der Businessplan. Der erste Kunde, der bereit ist, f├╝r eure Dienstleistung / euer Produkt sein Geld auszugeben, gibt den Ausschlag: lohnt es sich weiter an eurer Idee festzuhalten oder m├╝sst ihr euer Konzept nochmal ├╝berdenken?

Viele Gr├╝nder schreiben einen gigantischen Businessplan mit dem sich jeder Wettbewerb gewinnen lie├če und haben noch nie einen einzigen Artikel ├╝ber ebay verkauft. Was soll das?

Ihr m├╝sst weg vom Schreibtisch und raus zum Kunden und seinen Problemen. Eure Idee muss Kundennutzen stiften und keine Preise gewinnen! Hausaufgabe bis zum n├Ąchsten Teil: Verkauft ein Produkt / eine Stunde eurer Dienstleistung. Aber Achtung: Freunde und Familienmitglieder z├Ąhlen nicht. Die Gefahr des Mitleids ist viel zu gro├č.

Nebenberuflich gr├╝nden
Da die Chance gering ist, dass ihr eure Leistung sofort an den Mann / die Frau bringen k├Ânnt, solltet ihr nicht gleich euren bisherigen Job an den Nagel h├Ąngen.

Bootstrapping bedeutet nicht auf der gr├╝nen Wiese eine Fabrik aus dem Boden zu stampfen und ab sofort 120h die Woche zu buckeln, sondern Gesch├Ąftsideen auf Praktikabilit├Ąt und Profitabilit├Ąt zu testen.

Samstag war fr├╝her auch mal ein regul├Ąrer Arbeitstag und da eure Gesch├Ąftsidee ja auch vor allem Spass bringen soll, k├Ânnt ihr auch am Wochenende abchecken was geht.