Here are the slides from Jurgen Appelo's talk, "Managing for Happiness." This was delivered on 8/9/2016.
Event Details - https://www.meetup.com/DC-Scrum/events/232784456/
The research is clear: happy workers are more productive workers. And it’s best when managers enjoy their jobs as well. Managing for Happiness is about concrete management advice for all workers. Practical things that people can do next Monday morning in order to change the organization’s culture, and make it a happier place to work. This is not only relevant for managers, but for everyone who is concerned about the organization. We create a happier environment by managing ourselves, and lead by example, in an environment focused on experiments and learning.
How can we inspire workers with a goal? (Answer: start your own work exposition)
How can we have a better team culture? (Answer: share your personal maps)
How can we address core values? (Answer: start sharing your value stories)
All creative workers are expected to be “servant leaders” and “systems thinkers”. In this session, you will learn how you can do that concretely, with a number of inspiring stories and examples. As Gandhi said, “Be the change you wish to see.” A happier organization starts with people managing themselves.
The research is clear: happy workers are more productive workers. Managing for Happiness is about concrete management advice for all workers. Practical things that people can do next Monday morning in order to make the organization a happier place to work, with people who run experiments and drive innovation. In this session, you will see how to manage the system, not the people. This is not only relevant for managers, but for everyone who is concerned about the organization.
http://managehappy.com
hafentalks #10 - Jurgen Appelo: "Managing for Happiness"hafentalks
On 13 February 2018, Jurgen Appelo, author, speaker, serial founder snd successful entrepreneur, held this talk at the "hafentalks", an event series on technology, corporate culture and design in Düsseldorf, organized by InVision: "The research is clear: happy workers are more productive workers. ‘Managing for Happiness’ is about concrete management advice for all workers. Practical things that people can do next Monday morning in order to make the organization a happier place to work, with people who run experiments and drive innovation. Agile transformations don’t end with introducing Scrum in the software teams. In this session, you will see with a number of inspiring stories and examples how to manage the system, not the people. This is relevant for everyone who is concerned about the organization. A happier organization starts with people managing themselves."
This presentation is based on L.David Marquet's book, "Turn the Ship Around", a semi-autobiography on how he managed a crew of 135 men in a $2 billion nuclear submarine.
Empowering your staff to become an elite in their career path can be an almost impossible process - quite akin to leading a horse to water. Marquet details the four elements of what it takes to truly and permanently guide your team mates into transforming their outlook on work in a very meaningful, effective way.
20090507 Self Management for Self Development 64s ATI, EPI, Ramanthapur, Hy...viswanadham vangapally
Self-Management for Self-Development is one of the topics included in the One-week programme on Human Resources Development, organized by the Advanced Training Institute, Electronic Process Instrumentation, Ramanthpur, Hyderabad. Every person must consider himself or herself as a life-long learner. While during the early phases of life, parents and teachers are likely to provide the required guidance, during later part, every one has to assume responsibility on their own, for their self-development. Ability to manage oneself, time, resources, energy and everything else constitutes the beginning. Without self-management, you cannot hope to plan and achieve self-development. This presentation covers certain related aspects.
The research is clear: happy workers are more productive workers. And it’s best when managers enjoy their jobs as well. Managing for Happiness is about concrete management advice for all workers. Practical things that people can do next Monday morning in order to change the organization’s culture, and make it a happier place to work. This is not only relevant for managers, but for everyone who is concerned about the organization. We create a happier environment by managing ourselves, and lead by example, in an environment focused on experiments and learning.
How can we inspire workers with a goal? (Answer: start your own work exposition)
How can we have a better team culture? (Answer: share your personal maps)
How can we address core values? (Answer: start sharing your value stories)
All creative workers are expected to be “servant leaders” and “systems thinkers”. In this session, you will learn how you can do that concretely, with a number of inspiring stories and examples. As Gandhi said, “Be the change you wish to see.” A happier organization starts with people managing themselves.
The research is clear: happy workers are more productive workers. Managing for Happiness is about concrete management advice for all workers. Practical things that people can do next Monday morning in order to make the organization a happier place to work, with people who run experiments and drive innovation. In this session, you will see how to manage the system, not the people. This is not only relevant for managers, but for everyone who is concerned about the organization.
http://managehappy.com
hafentalks #10 - Jurgen Appelo: "Managing for Happiness"hafentalks
On 13 February 2018, Jurgen Appelo, author, speaker, serial founder snd successful entrepreneur, held this talk at the "hafentalks", an event series on technology, corporate culture and design in Düsseldorf, organized by InVision: "The research is clear: happy workers are more productive workers. ‘Managing for Happiness’ is about concrete management advice for all workers. Practical things that people can do next Monday morning in order to make the organization a happier place to work, with people who run experiments and drive innovation. Agile transformations don’t end with introducing Scrum in the software teams. In this session, you will see with a number of inspiring stories and examples how to manage the system, not the people. This is relevant for everyone who is concerned about the organization. A happier organization starts with people managing themselves."
This presentation is based on L.David Marquet's book, "Turn the Ship Around", a semi-autobiography on how he managed a crew of 135 men in a $2 billion nuclear submarine.
Empowering your staff to become an elite in their career path can be an almost impossible process - quite akin to leading a horse to water. Marquet details the four elements of what it takes to truly and permanently guide your team mates into transforming their outlook on work in a very meaningful, effective way.
20090507 Self Management for Self Development 64s ATI, EPI, Ramanthapur, Hy...viswanadham vangapally
Self-Management for Self-Development is one of the topics included in the One-week programme on Human Resources Development, organized by the Advanced Training Institute, Electronic Process Instrumentation, Ramanthpur, Hyderabad. Every person must consider himself or herself as a life-long learner. While during the early phases of life, parents and teachers are likely to provide the required guidance, during later part, every one has to assume responsibility on their own, for their self-development. Ability to manage oneself, time, resources, energy and everything else constitutes the beginning. Without self-management, you cannot hope to plan and achieve self-development. This presentation covers certain related aspects.
An eBook full of great advice for Operations Business managers with many contributirs but organized and coordinated by Terry O'Hanlon from Reliabilityweb
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SUBSCRIBE TODAY
http://www.bizsum.com/summaries/improvisation-edge
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Imagine people across your organisation coming together regularly, discussing what’s already working, what could be improved, and how they can contribute. Dozens of suggestions are generated and acted upon. The power comes not from a single silver-bullet idea, but in creating a culture of constant incremental change.
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So what does that mean? What are the characteristics of 'digital' culture and how do you foster it? What are the leadership skills needed to drive change? How do you bring people along with you as you lead change? And what does transformation look like when it is people-centric?
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This is the first one of the 3 power point presentations being used for today's session. The live audio recording of the session will be uploaded, in due course.
You are most welcome to give your valuable feedback:
viswam.vangapally@gmail.com
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31. Build for meaning
Innovate management
Accelerate learning
Run experiments
Embrace playfulness
Nurture happiness
Manage the system
32. 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)
33.
34.
35.
36.
37.
38.
39.
40.
41.
42.
43.
44.
45. The word management is
derived from the Italian word
maneggiare, which means
handling horses.
46. Giving and Taking Control
Quite often, when managers delegate work to
people or teams, they don’t give them clear
boundaries of control.
47. 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.
48. 1. Tell
You make a decision
for others and you
may explain your
motivation. A
discussion about it is
neither desired nor
assumed.
49. 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.
50. 3. Consult
You ask for input first,
which you take into
consideration before
making a decision that
respects people’s
opinions.
51. 4. Agree
You enter into a
discussion with
everyone involved,
and as a group you
reach consensus about
the decision.
52. 5. Advise
You will offer others
your opinion and hope
they listen to your
wise words, but it will
be their decision, not
yours.
53. 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.
54. 7. Delegate
You leave the decision
to them and you don’t
even want to know
about details that
would just clutter your
brain.
55. The 7 Levels of Delegation is a symmetrical model.
It works in both directions.
56. 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.
73. 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
74. The culture of any
organization is shaped by
the worst behavior the
leader is willing to tolerate.
- Gruenter and Whitaker (source unknown)
75. The culture of any
organization is shaped by
the best behavior the
leader is willing to amplify.