A method and tools to manage your organization differently
Management teams are increasingly looking to grow their organizations. They want to create engaging work environments for their employees in order to increase their productivity and customer satisfaction. There are many management models and theories that seem extraordinary, but we don't always know how to put them into practice on a daily basis. Management 3.0 is not another management framework, it is a state of mind, a different way of being that tends to redefine the notion of leadership by sharing the responsibility of management with everyone.
Is it for you ?
Manager, agile coach, team lead, scrum master
Prerequisite
None.
What You'll Walk Away With
- ✓ Change your approach: shift from being a “boss who makes decisions” to a leader who empowers others, giving your team the authority and confidence to take action.
- ✓ Focus on what truly matters: understand what intrinsically motivates each member of your team to create an environment where people are inspired to excel.
- ✓ Delegate without losing track: use practical tools to delegate at the right level, clarify who decides what, and increase autonomy without creating confusion.
- ✓ Navigating complexity without getting lost: adopting structured approaches to manage uncertainty and daily challenges, while fostering a genuine culture of continuous improvement.
- ✓ Building a team that moves forward together: aligning values, skills, and culture to create a shared purpose that strengthens cohesion and collective performance.
Training content
This training, which addresses both management and leadership, helps team leaders rethink their role so that they too can be value carriers for their employees and their organization, from an agile perspective. The main idea is to give meaning rather than directives, to encourage team autonomy and to rethink the decision-making process. During the training we will see that it is not so much about managing teams as it is about managing people.
1 What are the different types of management
- 1.0 : Taylorism or the era of "do as you are told
- 2.0: the era of realizing that employees have needs... but managers are mismanaging them
- 3.0: finally, take advantage of collective intelligence and think of the team as a community.
2 Management 3.0 perspectives - managing a team differently
The role of the manager with self-organized teams: using systems thinking to better understand the team and the organization in which everyone works.
Introduction to the perspectives of Management 3.0
- Energizing people
- Empowering teams to make decisions
- Aligning constraints
- Develop people's skills
- Grow the structure
- Improve the whole
- Involve vs. command and control
3 Manage complex day-to-day problems
Experiment with your team in a more structured way to create a learning culture and accelerate the implementation of continuous improvement.
Change, uncertainty... deal with complexity
Embracing the complex adaptive system... human dynamics vs. framework
8 approaches to deal with complexity in a constructive way
- Complexity vs. complexity
- More perspectives
- Subjectivity and coevolution
- Copy and improve
- Hail to the skeptic
- Anticipate, explore, adapt
- Long live short cycles
- Stay open to options
4 Motivation and commitment
Or how management 3.0 promotes active, creative and motivated teams...
The key factors :
- Curiosity
- Honesty
- Acceptance
- Mastery
- Power
- Freedom
- Social contact
- Order
- Purpose
- Status
Practical application: mobile motivators to better understand what intrinsically motivates the members of your team.
5 Delegate and increase commitment
Use a delegation chart to better delegate and increase the commitment of your team members.
Empowerment, authorization and trust
Empowerment or distributed control
Accountable vs. responsible
Levels of delegation •the right balance
- Saying
- Selling
- Consulting
- Accept
- Notify
- Inform
- Delegate
6 Values and culture - aligning constraints
Agile management is also about creating a common goal with your team in order to create a stronger collective commitment to change.
- Values espoused vs. promulgated
- Corporate culture, where does it come from
- Changing the culture... or behaviors
- Creating reference points and transparency
7 Learning and skills
Develop competencies, at the individual AND team level, to facilitate the achievement of goals.
- What makes the team competent
- What skills do they need?
- What are the required skill levels
- Build a competency matrix for the team
- Avenues for individual skill development
- Diversity in harmony
- Roles in the creative team
8 Organizational evolution
Agility and management go well together. Structural balance
- Hierarchies vs. networks
- Specialization vs. generalization
- Centralization vs. decentralization
Balance models
- T-shaped people
- Units of value
- Small, semi-stable teams
- Community of practice
- Open assignment and dual linkage.
📌 Practical information
Our training sessions are offered in Montreal or Quebec City, in person or in a virtual classroom. Dates and locations are specified when you select your session below. If you have any questions, check out our FAQ.
