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.

Transcript

1. JULIA WESTER
   Consultant - Coach - Trainer
   55 Degrees AB, Svedala
   https://55degrees.se
   @everydaykanban
   NOT
   LET’S GET RID OF ALL THE
   MANAGERS
   ^
   

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2. ME
   

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4. CONFESSION TIME
   I WAS A MANAGER
   Julia
   ALSO ME
   

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5. DID WE GET HERE?
   HOW
   

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

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7. • Loafing / Soldiering
   • People not suited for a job
   • Jobs being done inefficiently
   PROBLEM
   WASTED TIME
   

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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
   

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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
   

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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
    

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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
    

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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
    

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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
    

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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.
    

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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
    

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

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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
    

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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
    

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19. 6
    become a manager people valued
    T H I N G S T H AT H E L P E D M E
    

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20. IGNORE
    HIERARCHY
    BE A PART OF
    THE TEAM
    1
    

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21. BE APPROACHABLE
    AND AVAILABLE
    2
    

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

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23. DON’T CALL
    PEOPLE
    ‘RESOURCES’
    3
    

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25. FOSTER
    COGNITIVE
    SAFETY
    4
    

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26. Joshua Kerievsky, Industrial Logic, @joshuakerievsky
    

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27. LEAD BY INTENT
    NOT BY MICRO-
    MANAGEMENT
    5
    

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28. Adopt a back-briefing process
    Make goals and boundaries clear
    Don’t punish mistakes
    within boundaries
    Keep up open communica>on
    

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29. MEASURE
    WHAT
    MATTERS
    6
    

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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
    ,
    ,
    

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33. 2002
    hFps:/
    /www.inc.com/david-van-rooy/take-a-sneak-peak-inside-google-and-its-world-without-managers.html
    

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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
    

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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/
    

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36. 10 yrs later!
    hFps:/
    /rework.withgoogle.com/blog/
    the-evolu>on-of-project-oxygen/
    2018
    

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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!
    

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38. hFps:/
    /www.gallup.com/services/182216/state-american-manager-report.aspx
    FOCUS ON EMPLOYEE STRENGTHS
    ONE LAST TIP:
    

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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
    ,
    

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40. julia@55degrees.se
    @everydaykanban & @55DegreesAB
    https://55degrees.se
    http://everydaykanban.com
    https://www.linkedin.com/in/juliawester/
    

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