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 is a game designed to reveal the surprising truth about what motivates us. Most of us know that money is only in rare occasions a good motivator. There are other things that motivate us – curiosity, status, honor… Jurgen Appelo calls them CHAMPFROGS. The game allows everybody to sort the motivators in the individual order and think through the impact that a change (being it business or personal) has on the motivators.
Why is it useful?
I see the value in four key areas:
- As an individual, you are forced to think about the relevance of different motivators. For some people, this is obvious, for others it’s a whole new experience.
- As a team, you can see the differences and commonalities. Yes, you’re on the same team. But that doesn’t mean that you’re all the same.
- As an individual, it helps you to think through major careers changes. Maybe you’re thinking about taking on a job another company with more prestige. But how will the new job impact your motivators? Will your key motivators improve, stay the same, or decline?
- As a manager, you have the chance of „knowing“ what motivates each employee. You don’t have to rely on gut feeling, observation or treating everybody the same way.
How did I experiment?
The game is pretty straightforward. No need to experiment, just do it. The challenge is applying what you learned during the game.
What did I learn?
Just because the game in itself is straightforward doesn’t mean you can’t learn something or that it’s easy to apply the learnings in your everyday context.
One of my lessons learned is to repeat the exercise every once in a while (every 6-18 months). I found that the motivators change over time. Which is normal, your environment changes, the type of work you’re doing changes, you develop new skills or attitudes, so your motivators may change as well. Just be aware of the change.
Another phenomenon I observe is the fact that employees want to be promoted to management positions and you „just know“ that this is not the right career move for them. But they don’t listen, which is fair enough. Yet moving motivators is a great tool to discuss the impact of such a career move on their motivators. During the discussion all sorts of interesting things emerge, such as the underlying rationale, the assumptions of what „management“ really means and of course whether it changes the motivators for better or for worse. From my experience it’s a powerful tool for career discussions.
And last but not least I find it really difficult bridge the gap between knowing and doing. I know what motivates my team, but it’s difficult to consistently create an environment where everybody has the chance to work on things that are useful for the company, helpful for the team, and interesting for the employee. It’s work. And I’m glad for any hints in this regard…
In case you want to learn more, I would recommend reading a book or two or attending a training: