Let’s (not) get rid of all the managers!

1100c19690e8eb006da7a35a6b17be97?s=47 Julia Wester
November 08, 2019

Let’s (not) get rid of all the managers!

Are you a manager in a world that increasingly wishes you didn’t exist? The positional power structure of traditional management is at odds with an agile approach. But, don’t despair… there’s hope! Fortunately, it is possible to do your job well and have your team want to hug you instead of fire you. This presentation will help you learn how to transform your role away from its command and control roots and be a valuable member of an agile team.

1100c19690e8eb006da7a35a6b17be97?s=128

Julia Wester

November 08, 2019
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  1. JULIA WESTER Consultant - Coach - Trainer 55 Degrees AB,

    Svedala https://55degrees.se @everydaykanban NOT LET’S GET RID OF ALL THE MANAGERS ^
  2. ME

  3. None
  4. CONFESSION TIME I WAS A MANAGER Julia ALSO ME

  5. DID WE GET HERE? HOW

  6. OF MANAGEMENT (& Management Consultants!) THE BIRTH

  7. • Loafing / Soldiering • People not suited for a

    job • Jobs being done inefficiently PROBLEM WASTED TIME
  8. T H E 4 P R I N C I

    P L E S 1. Develop a science for each element of a man’s work, which replaces the old rule-of-thumb method 1. Develop a science for each element of a man’s work, which replaces the old rule-of-thumb method 2. Scien>fically select, and then train, teach and develop the workman, whereas in the past he chose his own work and trained himself as best he could 1. Develop a science for each element of a man’s work, which replaces the old rule-of-thumb method 2. Scien>fically select, and then train, teach and develop the workman, whereas in the past he chose his own work and trained himself as best he could 3. Cooperate to insure all of the work is being done in accordance with the principles of the science Frederick W. Taylor Image Source: Wikipedia 1. Develop a science for each element of a man’s work, which replaces the old rule-of-thumb method 2. Scien>fically select, and then train, teach and develop the workman, whereas in the past he chose his own work and trained himself as best he could 3. Cooperate to insure all of the work is being done in accordance with the principles of the science 4. The management take over all of the work for which they are beFer fiFed than the workmen (+ share far more responsibility) OF SCIENTIFIC MANAGEMENT
  9. T H E 4 P R I N C I

    P L E S Frederick W. Taylor Image Source: Wikipedia 1. Develop a science for each element of a man’s work, which replaces the old rule-of-thumb method 2. Scien>fically select, and then train, teach and develop the workman, whereas in the past he chose his own work and trained himself as best he could 3. Cooperate to insure all of the work is being done in accordance with the principles of the science 4. The management take over all of the work for which they are beFer fiFed than the workmen (+ share far more responsibility) OF SCIENTIFIC MANAGEMENT
  10. Prosperity for the employer cannot exist through a long term

    of years unless it is accompanied by prosperity for the employee F R E D E R I C K W. TAY LO R , , IT TAKES TWO TO TANGO
  11. R E T H I N K I N G

    M O T I VAT I O N THE HAWTHORNE STUDIES < Belonging to a group Involvement in decision making Monetary incen>ves Physical working condi>ons Elton Mayo 1930s Frederick W. Taylor 1850s Image Source: Wikipedia
  12. R E T H I N K I N G

    D E C I S I O N - M A K I N G Peter Drucker Image Source: Wikipedia Icon created by Björn Andersson from the Noun Project 1940s
  13. R E T H I N K I N G

    R E L AT I O N S H I P S Peter Drucker Image Source: Wikipedia Icon created by Adrien Coquet from the Noun Project 1950s
  14. A R E W E S T U C K

    I N T H E PA S T ? Or, perhaps we apply things to the wrong context.
  15. The same mechanism which will produce the finest results when

    made to serve the underlying principles of scientific management, will lead to failure and disaster if accompanied by the wrong spirit in those who are using it. F R E D E R I C K W. TAY LO R , , HE COULD SEE IT COMING
  16. W H Y D O E S I T M

    AT T E R ?
  17. W H Y D O E S I T M

    AT T E R ? Managers account for at least 70% of the variance (good and bad)! State of the Global Workplace By Gallup
  18. People are already doing their best. The problems are not

    the people but are with the system. Only management can change the system. W. E DWA R D S D E M I N G , , MANAGERS CAN MAKE AN IMPACT
  19. 6 become a manager people valued T H I N

    G S T H AT H E L P E D M E
  20. IGNORE HIERARCHY BE A PART OF THE TEAM 1

  21. BE APPROACHABLE AND AVAILABLE 2

  22. hFps:/ /www.gallup.com/services/182216/state-american-manager-report.aspx

  23. DON’T CALL PEOPLE ‘RESOURCES’ 3

  24. None
  25. FOSTER COGNITIVE SAFETY 4

  26. Joshua Kerievsky, Industrial Logic, @joshuakerievsky

  27. LEAD BY INTENT NOT BY MICRO- MANAGEMENT 5

  28. Adopt a back-briefing process Make goals and boundaries clear Don’t

    punish mistakes within boundaries Keep up open communica>on
  29. MEASURE WHAT MATTERS 6

  30. Tell me how you’ll measure me and I’ll tell you

    how I’ll behave. If you measure me in an illogical way, do not complain about illogical behavior. E L I G O L D R AT T , ,
  31. None
  32. None
  33. 2002 hFps:/ /www.inc.com/david-van-rooy/take-a-sneak-peak-inside-google-and-its-world-without-managers.html

  34. PROJECT OXYGEN 2008 hFps:/ /rework.withgoogle.com/guides/managers-iden>fy-what-makes-a-great-manager/steps/learn-about-googles-manager-research/ Discovered that good managers increased

    job sa>sfac>on, reten>on and employment. Set out to prove that managers weren’t necessary
  35. 1. Is a good coach 2. Empowers team and does

    not micromanage 3. Expresses interest/concern for team members’ success and personal well-being 4. Is produc>ve and results-oriented 5. Is a good communicator — listens and shares informa>on 6. Helps with career development 7. Has a clear vision/strategy for the team 8. Has key technical skills to help advise the team TOP BEHAVIORS OF BEST MANAGERS hFps:/ /rework.withgoogle.com/blog/ the-evolu>on-of-project-oxygen/
  36. 10 yrs later! hFps:/ /rework.withgoogle.com/blog/ the-evolu>on-of-project-oxygen/ 2018

  37. 1. Is a good coach 2. Empowers team and does

    not micromanage 3. Creates an inclusive team environment, showing concern for success and well-being 4. Is produc>ve and results-oriented 5. Is a good communicator — listens and shares informa>on 6. Supports career development and discusses performance 7. Has a clear vision/strategy for the team 8. Has key technical skills to help advise the team 9. Collaborates across Google 10. Is a strong decision maker TOP BEHAVIORS OF BEST MANAGERS hFps:/ /rework.withgoogle.com/blog/ the-evolu>on-of-project-oxygen/ UPDATED!
  38. hFps:/ /www.gallup.com/services/182216/state-american-manager-report.aspx FOCUS ON EMPLOYEE STRENGTHS ONE LAST TIP:

  39. Management is about human beings. Its task is to make

    people capable of joint performance, to make their strengths effec>ve and their weaknesses irrelevant. , P E T E R D R U C K E R ,
  40. julia@55degrees.se @everydaykanban & @55DegreesAB https://55degrees.se http://everydaykanban.com https://www.linkedin.com/in/juliawester/