ITEM2016: Jurgen Apello "Managing for happiness"
Юрген занимает 40 позицию среди экспертов в управлении в мире, один из 100 лучших спикеров в области лидерства, и 6 по влиятельности эксперт в Agile. Его главная задача — помогать креативным командам и компаниям выживать в 21 веке, используя современные методы управления и планирования. Методология, которую он предлагает, основана на инструментах, практиках, командных играх. Юрген написал более 3 бестселлеров в области управления проектами, самая популярная — Management 3.0, а самая новая – #Workout (тираж раскуплен, ждем новый). С 2008 года Юрген ведет блог на NOOP.NL, он руководит бизнес-сетью Happy Melly, а также является сооснователем Agile Lean Europe network и Stoos Network. Он часто выступает на конференциях по всему миру, обучая людей эффективному управлению проектами. Topic: Managing for Happiness 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 book Managing for Happiness will be released worldwide by John Wiley & Sons in June 2016 in full colors.
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ITEM2016: Jurgen Apello "Managing for happiness"
- 1. Managing for Happiness Jurgen Appelo
- 4. managers
- 5. Bill
- 6. BillI was a manager like
- 7. Most managers have no clue how to work with people
- 8. Managers drive the business like a machine
- 12. Manage the system for happiness and aim toward a purpose
- 13. The world needs companies with purpose
- 14. What we want
- 16. Nanobots Solar power What we want
- 17. Nanobots Solar power Gene therapy What we want
- 18. Nanobots Solar power Gene therapy Quantum computers What we want
- 19. Nanobots Solar power Gene therapy Quantum computers Medical virtual reality What we want
- 20. The purpose of management is making organizations valuable to people and planet.
- 24. Taffy
- 33. Jim
- 40. Run experiments
- 42. Mick
- 54. Run experiments
- 59. 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)
- 71. The word management is derived from the Italian word maneggiare, which means handling horses.
- 72. Giving and Taking Control Quite often, when managers delegate work to people or teams, they don’t give them clear boundaries of control.
- 73. 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.
- 74. 1. Tell You make a decision for others and you may explain your motivation. A discussion about it is neither desired nor assumed.
- 75. 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.
- 76. 3. Consult You ask for input first, which you take into consideration before making a decision that respects people’s opinions.
- 77. 4. Agree You enter into a discussion with everyone involved, and as a group you reach consensus about the decision.
- 78. 5. Advise You will offer others your opinion and hope they listen to your wise words, but it will be their decision, not yours.
- 79. 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.
- 80. 7. Delegate You leave the decision to them and you don’t even want to know about details that would just clutter your brain.
- 81. The 7 Levels of Delegation is a symmetrical model. It works in both directions.
- 82. 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.
- 87. Photos: © 2015 Jürgen Dittmar
- 91. A
- 92. A B
- 93. A B C
- 94. 100 100 100 100
- 98. 75 90 125 110
- 99. 200 195 235 170
- 100. 320 315 305 260
- 104. 320 315 305 260 € 787 € 650 € 763 € 800
- 107. When is it payout time?
- 108. Yay!
- 111. Manage the system
- 112. Nurture happiness
- 113. Embrace playfulness
- 114. Run experiments
- 115. Accelerate learning
- 116. Innovate management
- 117. Build for meaning
- 123. Realize your ideas with more purposeful organizations
- 124. m30.me/happiness
- 125. Should we celebrate failure? Or should we celebrate success?
- 126. The Celebration Grid compares behaviors with outcomes. MISTAKES EXPERIMENTS PRACTICES LEARNING SUCCESS FAILURE
- 127. “Celebrate failure” includes failure from mistakes. That makes no sense. MISTAKES EXPERIMENTS PRACTICES LEARNING SUCCESS FAILURE
- 128. “Celebrate success” makes more sense, but this ignores learning. MISTAKES EXPERIMENTS PRACTICES LEARNING SUCCESS FAILURE
- 129. We know that learning is optimal when we run experiments. MISTAKES EXPERIMENTS PRACTICES LEARNING SUCCESS FAILURE
- 135. m30.me/happiness