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Editor's Notes

• #2: ? 2015 Happy Melly One BV, Rotterdam, The Netherlands. This material is distributed only to licensed Management 3.0 facilitators of Happy Melly One BV. It is not permitted to use this material in training or workshops without reporting this to Happy Melly One BV and signing the license agreement. It is not permitted to redistribute the original files of this material, with exception of PDF files which can be distributed to class attendees and workshop participants. It is not permitted to reuse parts of this material in your own presentations or publications without permission.If you wish to license this material, please contact the Management 3.0 team at Happy Melly: info@management30.com
• #3: Empower Teams: Teams can self-organize, and this requires empowerment, authorization, and trust from management.
• #4: My personal story here is that, after the introduction of Scrum in our organization, I was faced with decisions to be made concerning story points, meeting rooms, sprint lengths, etc. I left all those decisions to the teams. There was only one requirement I had for all teams: planning meetings would have to take place on Mondays. Because otherwise it would be very inefficient (at the organizational level). You will have to come up with your own personal story that reflects empowerment/delegation.
• #5: How can we get people to self-organize? How do we delegate responsibilities?
• #6: The English verb ��to manage�� was originally derived from the Italian?maneggiare, meaning to handle and train horses. ------------------------------------------------------------------------------------------------------------------- People usually find this very interesting. The metaphor leads to plenty of interesting analogies.
• #7: The Self-fulfilling Prophecy Trap People behave according to how they are treated. For example, when the manager always changes what people deliver, why bother making it perfect? Thus, quality of work goes down, and the manager sees confirmation that more control is needed... ------------------------------------------------------------------------------------------------------------------- Or, as someone else said, when you treat people as untrustworthy, they are more likely to become untrustworthy. Not because they are but because of how you treat them.
• #9: Control or Not to Control Central control of a complex system doesn��t work, because the central node of a network cannot possibly contain all information that is needed to make good decisions everywhere. --------------------------------------------------------------------------------------------------------------------- Example: You can come up with plenty of examples of complex systems here that are not controlled from a central authority.
• #10: Each worker has only an incomplete mental model of all the work. And the same goes for the manager! That is why it��s best to distribute control among everyone. --------------------------------------------------------------------------------- Everyone should make decisions where they have the best (local) information available.
• #11: What scientists call?distributed control?is usually called empowerment by management experts. -------------------------------------------------------------------------------------------------------------------
• #12: Many people are wrong about empowerment. -------------------------------------------------------------------------------------------------------------------
• #13: The Dictators��Workers should be empowered by managers so that they take on more responsibilities, feel more committed, and be more engaged. The managers decide who is empowered, and who is not.�� ------------------------------------------------------------------------------------------------------------------- We could also call this an example of Management 1.0: top-down control.
• #14: A good deal of what is today called ��empowerment�� is really just getting rid of years of disempowerment. - Henry Mintzberg, Simply Managing ------------------------------------------------------------------------------------------------------------------- Many people don��t like the ��empowerment�� word for this reason.
• #15: The Anarchists��Workers are already empowered by default. Nobody is needed to grant them powers. There are no managers, only leaders. And they inspire workers to exercise the powers they already have.�� ------------------------------------------------------------------------------------------------------------------- We could also call this an example of Management 2.0: the right idea, but badly implemented.
• #16: Empowerment defined 1. (authority) to give official authority or legal power to (by legal or official means) / to invest with power 2. (ability) to promote the self-actualization or influence of /to supply with an ability --------------------------------------------------------------------------- The truth is literally in the middle. Empowerment is a bit of both.
• #17: ��I?authorized?(empowered) a team member to take control of our company��s bank account.�� ---------------------------------------------------------- Example of the first meaning.
• #18: ��I help my team members with their ability (empowerment) to manage our social media marketing.�� --------------------------------------------------------------------------- Example of the second meaning.
• #19: Dictators know and understand only the first meaning of the word empowerment (authority), while anarchists favor only the second meaning (ability). In most organizations, we need both. ------------------------------------------------------------------------------------------------------------------- This is a typical example of complexity thinking: There are no black/white answers. There are different perspectives and they are both partly right.
• #20: Empowerment == Distributed ControlEmpowered people improve system effectiveness and survival. Empowered organizations are more resilient and agile.
• #21: We aim for a more powerful system, not better-controlled people. (And besides, creative workers cannot be controlled anyway.) ---------------------------------------------------------------------------------------- That��s why I always say, ��manage the system, not the people��.
• #22: The more educated people are, the less effective authoritarian power is. -------------------------------------------------------------------------------------------------------------------
• #23: Empowerment requires delegating decisionsManagers often fear a loss of control when teams take over decision-making. And creative workers sometimes have no idea?how?to take responsibility. ----------------------------------------------------------------------------------------------------- ѧ���ԟo���� You can refer to ��learned helplessness�� here. When people are not familiar with taking initiative at work (or when they were punished for that in the past), you may have to teach them how to self-organize.
• #24: Accountable vs. Responsible What is the difference? ------------------------------------------------------------------------------------------------------------------- In some languages, it translates as the same word. But there is a subtle difference.
• #25: Accountability getting control from someone (authority) Responsibility exercising control for oneself (ability) -------------------------------------------------------------------------------------------------------------------
• #26: The Accountability Trap Quite often, it only trickles down. In traditional organizations, ��superiors�� seek fulfillment of their own goals over the fulfillment of others, and they hold their ��subordinates�� accountable without acknowledging that they themselves should be held accountable for the success and well-being of the workers. -------------------------------------------------------------------------------------------------------------------
• #27: The bond between a boss and the subordinate often makes for an unhealthy parent-child relationship. - Fr��d��ric Laloux, Reinventing Organizations -------------------------------------------------------------------------------------- I try not to use the metaphor of parents/children anymore, because it can feel degrading to some workers.
• #28: Empowerment is a reflexive relationship between two equal partners. We should replace superiors and subordinates with control-givers and?control-takers.
• #29: Giving and Taking?ControlQuite often, when managers delegate work to people or teams, they don��t give them clear boundaries of control. -------------------------------------------------------------------------- Sometimes I call this ��the invisible electric fence��.
• #30: A manager should make it perfectly clear what the person��s or team��s level of control is in a certain area.
• #31: Handing over control also works the other way around because of the reflexive relationship of empowerment. ------------------------------------------------------------------- Teams also delegate work to management!
• #32: By distributing control in an organization, we not only empower workers, we also empower the managers.
• #33: The expectation is that the frontline teams do everything, except for the things they choose to push upward. - Fr��d��ric Laloux, Reinventing Organizations ----------------------------------------------------------------------------- Sometimes referred to as ��reverse delegation��.
• #36: 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.
• #37: 1. Tell You make a decision for others and you may explain your motivation. A discussion about it is neither desired nor assumed.
• #38: 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.
• #39: 3. Consult You ask for input first, which you take into consideration before making a decision that respects people��s opinions.
• #40: 4. Agree You enter into a discussion with everyone involved, and as a group you reach consensus about the decision.
• #41: 5. Advise You will offer others your opinion and hope they listen to your wise words, but it will be their decision, not yours.
• #42: 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.
• #43: 7. Delegate You leave the decision to them and you don��t even want to know about details that would just clutter your brain.
• #44: The 7 Levels of Delegation is a symmetrical model. It works in both directions. ------------------------------------------------------------------------------------ I find this very important to point out. The 7 levels of delegation were adapted from the Situational Leadership model, which only has 4 levels, and it only allows delegation down, not up. Our model is horizontal and symmetrical.
• #45: Consult is the opposite of Advise.
• #46: Sell is the mirror of Inquire.
• #47: Dictators say, ��You are not allowed to do anything except what I authorize you to do.�� Anarchists say, ��Go ahead, take whatever control you want!�� The better choice is to say, ��You can do what you want except for the areas where I place some restrictions.�� ------------------------------------------------------------------------------------------------------------------- The sensible position is usually in the middle. We��re not dictators, and we��re not anarchists.
• #48: The management charter of a division should paraphrase the U.S. Constitution, by stipulating the reservation of authority: ��All authority not expressly and in writing reserved to higher management is granted to lower management.�� - Peter F. Drucker, Management: Revised Edition ------------------------------------------------------------------------------------------------------------------- It��s the same in the US Constitution.
• #49: In political science, the?Subsidiarity Principle?is often suggested as a solution to this very information challenge: social problems should be dealt with at the most immediate (or local) level, because the solutions will be better. ------------------------------------------------------------------------------------------------------------------- It��s the same in Europe.
• #51: Delegation levels are applied to key decision areas. The ��right�� level of delegation is a balancing act. It depends on a team��s maturity level and the impact of its decisions. Delegation is context-dependent.
• #52: A delegation board enables management to clarify delegation and foster empowerment for both management and workers. �`�`�`�`�`�`�`�`�`�`�`�`�`�`�`�`�`�`�`�`�`�`�`�`�`�` There can be names of people on the board or team names. Basically, you can adapt the idea in any way you like.
• #53: 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.
• #54: The Micromanagement Trap Lack of delegation because��it costs time��. Delegation of control should be seen as an investment. There is a transaction cost involved, and it may take a while to get a return on such an investment. -------------------------------------------------------------------------------------------------------------------
• #55: Delegation increases status, power, and control. A system with distributed control has a better chance of survival than a system with centralized control. ------------------------------------------------------------------------------------------------------------ I actually increased my power at the organization where I was CIO because I delegated a lot, things were going well, and I increased my span of control (received responsibility for more departments).
• #56: As a manager, I don��t manage people, I manage the system. And I don��t empower our workers, I empower the organization. -------------------------------------------------------------------------------------------------------------------
• #59: Simply Managing �C Henry Mintzberg http://bit.ly/1PFI75c Management: Revised Edition �C Peter F. Drucker http://bit.ly/1X49ytI -------------------------------------------------------------------------------------------------------------------
• #61: The chapters to read here are chapter 7 from Management 3.0 (How to Empower Teams) and Delegation Boards and Delegation Poker from Managing for Happiness. Compared to the original 2-day class module: Added a better explanation of empowerment and distributed control Added better explanation of accountability versus responsibility Added several management traps Added dictators versus anarchists metaphor Added the reverse delegation concept Removed 4 directions of trust (which should become a separate topic) Removed references to RACI matrix and Situational Leadership (both 2.0 practices) Removed explanation of how to play Delegation Poker (which you can find online)