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Managing for Happiness | Jurgen Appelo | Agile Greece Summit 2016

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Keynote: Managing for Happiness from Jurgen Appelo as presented in Agile Greece Summit 2016

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Managing for Happiness | Jurgen Appelo | Agile Greece Summit 2016

  1. 1. Most managers have no clue how to work with people
  2. 2. Managers drive the business like a machine
  3. 3. Bad management Bad performance
  4. 4. Everything has changed!
  5. 5. Change is easier when people share food
  6. 6. Photo credits, with permission: Jurgen Appelo
  7. 7. Manage the system
  8. 8. Nurture happiness
  9. 9. Teams should have reasons to celebrate
  10. 10. Embrace playfulness
  11. 11. Run experiments
  12. 12. Accelerate learning
  13. 13. Contracts impose limits on freedom and happiness
  14. 14. Innovate management
  15. 15. Build for meaning
  16. 16. Build for meaning
  17. 17. Innovate management
  18. 18. Accelerate learning
  19. 19. Run experiments
  20. 20. Embrace playfulness
  21. 21. Nurture happiness
  22. 22. Manage the system
  23. 23. Build for meaning Innovate management Accelerate learning Run experiments Embrace playfulness Nurture happiness Manage the system
  24. 24. Core Competencies, ROI, bla bla bla, etc. • Build for meaning • Innovate management • Accelerate learning • Run experiments • Embrace playfulness • Nurture happiness • Manage the system (something going up)
  25. 25. The word management is derived from the Italian word maneggiare, which means handling horses.
  26. 26. Giving and Taking Control Quite often, when managers delegate work to people or teams, they don’t give them clear boundaries of control.
  27. 27. Delegation is not a binary thing. There are more options than being a dictator or an anarchist. The art of management is in finding the right balance.
  28. 28. 1. Tell You make a decision for others and you may explain your motivation. A discussion about it is neither desired nor assumed.
  29. 29. 2. Sell You make a decision for others but try to convince them that you made the right choice, and you help them feel involved.
  30. 30. 3. Consult You ask for input first, which you take into consideration before making a decision that respects people’s opinions.
  31. 31. 4. Agree You enter into a discussion with everyone involved, and as a group you reach consensus about the decision.
  32. 32. 5. Advise You will offer others your opinion and hope they listen to your wise words, but it will be their decision, not yours.
  33. 33. 6. Inquire You first leave it to the others to decide, and afterwards, you ask them to convince you of the wisdom of their decision.
  34. 34. 7. Delegate You leave the decision to them and you don’t even want to know about details that would just clutter your brain.
  35. 35. The 7 Levels of Delegation is a symmetrical model. It works in both directions.
  36. 36. A delegation board gives managers “something to control”. It is better that they push around the notes on a delegation board rather than the people in their organization.
  37. 37. Photos: © 2015 Jürgen Dittmar
  38. 38. m30.me/delegation-poker
  39. 39. Handbooks / Culture Books In some companies, employees document espoused values and culture with a book or video. Values
  40. 40. source: © 2014 Zappos, “2014 Culture Book” http://www.zapposinsights.com/culture-book Zappos
  41. 41. source: © 2014 Zappos, “2014 Culture Book” http://www.zapposinsights.com/culture-book Zappos
  42. 42. source: © 2013 IDEO, “The Little Book of IDEO” http://www.slideshare.net/timbrown/ideo-values-slideshare1 IDEO
  43. 43. source: © 2013 IDEO, “The Little Book of IDEO” http://www.slideshare.net/timbrown/ideo-values-slideshare1 IDEO
  44. 44. Comparing documented values with stories of actual behaviors helps you reinforce and redefine the culture, iteratively.
  45. 45. Many organizations hold a yearly company-wide values day where everybody is invited […] to revisit the organization’s purpose, values, and ground rules and inquire how they […] live up to them. - Frédéric Laloux, Reinventing Organizations Values Day
  46. 46. The culture of any organization is shaped by the worst behavior the leader is willing to tolerate. - Gruenter and Whitaker (source unknown)
  47. 47. The culture of any organization is shaped by the best behavior the leader is willing to amplify.
  48. 48. A
  49. 49. A B
  50. 50. A B C
  51. 51. 100 100 100 100
  52. 52. 90 100 100 100 10 10
  53. 53. 90 100 95 100 5 10 5
  54. 54. 90 85 95 100 15 10 5 15
  55. 55. 75 90 125 110
  56. 56. 200 195 235 170
  57. 57. 320 315 305 260
  58. 58. 320 315 305 260 € 1000
  59. 59. 320 315 305 260 € 2000
  60. 60. 320 315 305 260 € 3000
  61. 61. 320 315 305 260 € 787 € 650 € 763 € 800
  62. 62. When is it payout time?
  63. 63. Yay!
  64. 64. Should we celebrate failure? Or should we celebrate success?
  65. 65. The Celebration Grid compares behaviors with outcomes. MISTAKES EXPERIMENTS PRACTICES LEARNING SUCCESS FAILURE
  66. 66. Good practices usually lead to success. That’s why we have them. MISTAKES EXPERIMENTS PRACTICES LEARNING SUCCESS FAILURE
  67. 67. MISTAKES EXPERIMENTS PRACTICES LEARNING SUCCESS FAILURE Though sometimes, good practices can fail.
  68. 68. We avoid mistakes (bad practices) because they often lead to failure. MISTAKES EXPERIMENTS PRACTICES LEARNING SUCCESS FAILURE
  69. 69. Though sometimes, mistakes surprise us with unexpected success. MISTAKES EXPERIMENTS PRACTICES LEARNING SUCCESS FAILURE
  70. 70. MISTAKES EXPERIMENTS PRACTICES LEARNING SUCCESS FAILURE We run experiments when we don’t know if we will succeed.
  71. 71. MISTAKES EXPERIMENTS PRACTICES LEARNING SUCCESS FAILURE With all experiments, there is a good chance of failing.
  72. 72. Learning is optimal when we have a 50/50 chance of succeeding. MISTAKES EXPERIMENTS PRACTICES LEARNING SUCCESS FAILURE
  73. 73. We don’t learn anything when we just repeat good practices. MISTAKES EXPERIMENTS PRACTICES LEARNING SUCCESS FAILURE
  74. 74. We also don’t learn anything when we repeat the same mistakes. MISTAKES EXPERIMENTS PRACTICES LEARNING SUCCESS FAILURE
  75. 75. We do learn when good practices fail, though it doesn’t happen often. MISTAKES EXPERIMENTS PRACTICES LEARNING SUCCESS FAILURE
  76. 76. And we learn when mistakes are successful, which is also rare. MISTAKES EXPERIMENTS PRACTICES LEARNING SUCCESS FAILURE
  77. 77. “Celebrate failure” includes failure from mistakes. That makes no sense. MISTAKES EXPERIMENTS PRACTICES LEARNING SUCCESS FAILURE
  78. 78. “Celebrate success” makes more sense, but this ignores learning. MISTAKES EXPERIMENTS PRACTICES LEARNING SUCCESS FAILURE
  79. 79. We know that learning is optimal when we run experiments. MISTAKES EXPERIMENTS PRACTICES LEARNING SUCCESS FAILURE
  80. 80. Networks are great at running experiments and exploring opportunities. MISTAKES EXPERIMENTS PRACTICES LEARNING SUCCESS FAILURE
  81. 81. Hierarchies are good at repeating practices and exploiting successes. MISTAKES EXPERIMENTS PRACTICES LEARNING SUCCESS FAILURE
  82. 82. Hierarchies are also good at repeating the same mistakes. ;-) MISTAKES EXPERIMENTS PRACTICES LEARNING SUCCESS FAILURE
  83. 83. Healthy organizations make use of both networks and hierarchies. MISTAKES EXPERIMENTS PRACTICES LEARNING SUCCESS FAILURE
  84. 84. They use networks for creativity, innovation and effectivity. MISTAKES EXPERIMENTS PRACTICES LEARNING SUCCESS FAILURE
  85. 85. They use hierarchies for quality, predictability and efficiency. MISTAKES EXPERIMENTS PRACTICES LEARNING SUCCESS FAILURE
  86. 86. It is important to celebrate successes, with a focus on good practices. MISTAKES EXPERIMENTS PRACTICES LEARNING SUCCESS FAILURE
  87. 87. And it is important to celebrate learning, in safe environments. MISTAKES EXPERIMENTS PRACTICES LEARNING SUCCESS FAILURE
  88. 88. Build for meaning Innovate management Accelerate learning Run experiments Embrace playfulness Nurture happiness Manage the system
  89. 89. m30.me/happiness
  90. 90. m30.me/happiness

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