7 lessons learned using Management 3.0 practices
Over the past two and a half years I have been experimenting with various Management 3.0 practices as a licensed Management 3.0 facilitator. I guess I have always had the mindset, and I always thought that the underlying principles were key, but seeing it bundled together had a huge impact on my thinking. Since one of the key concepts is to learn faster and to run experiments, that’s just what I did. Some of the practices worked like charm, some we adapted and some we put away after trying them out.
So, without further ado, here are my lessons learned:
- Happiness Door – get actionable feedback
- Kudo Cards – focus on the good stuff
- Personal Maps – anything else out there?
- Delegation Board & Delegation Poker – are we on the same page?
- Value Stories – communicating values in a memorable way
- Feedback Wraps – nutrition for learning & motivation
- Moving Motivators – each one of us is different
What is it?
It’s dead simple. When you run a workshop or a longer meeting, you put 3 post-its on the door frame and ask people to write a short note about what they like or what they dislike. They should put their notes on the door frame just before going to a break or when finishing.
Why is it useful?
Because it’s actionable. When you run a meeting, usually you don’t get any feedback at all. You have no idea how your participants felt, what they took away etc. When you run a workshop, usually you ask for feedback or an evaluation only at the end. That’s good, because you can improve the next workshop, but it doesn’t help the participants of the ongoing workshop. With the happiness door practice, you get feedback while you’re running the workshop and can adapt accordingly.
How did I experiment?
Basically, I used the same technique in three different flavors:
- I urged participants to write a note before taking a break, i.e. “you don’t walk out of the room without a note”.
- I asked participants to write a note if they don’t mind.
- I asked participants to just put a dot on a scale.
What did I learn?
Just do it. It might feel awkward at first and people actually look at you in a strange way, but after explaining the purpose you get the feedback that you want.
Ask for quantity and quality (option 1 above). Without quantity, you don’t know whether it’s just 1 or 2 people who feel good (or bad) or the entire group. Without quality, you do know there is a problem, but you can’t pinpoint it and hence do nothing against it.
Be prepared to alter course. Don’t ask for feedback if you’re not willing to change course on the go. People feel frustrated if you ask for their opinion and then continue as if nothing had happened. Now, this requires a great deal of flexibility and confidence – it’s actually hard.
In summary, the practice is dead simple. What is hard, is to take the results into account on-the-fly.
In case you want to learn more, I would recommend reading a book or two or attending a training:
- management30.com: The happiness door measures office pulse
- Jurgen Appelo: Management 3.0 (at Amazon)
- Jurgen Appelo: Managing for Happiness (at Amazon)
- nicolasscheel.com: Overview of my Management 3.0 training schedule