INNOVATIVE • MANAGEMENT
“IF PEOPLE ARE GOOD ONLY BECAUSE THEY FEAR PUNISHMENT, AND HOPE FOR REWARD, THEN WE ARE A SORRY LOT INDEED.” • — ALBERT EINSTEIN
Seating Arrangements In how many ways can 11 people be seated at a round table?
3,628,800 different ways !! And if you have 10 couples, who must sit together, instead? 371,589,120 possibilities!!
So what? Did you have to help your employees decide seating arrangements at their wedding? We are all capable of resolving very complex problems, when we have the correct motivation and drive to do it.
Not a good situation A 2015 study found that 71% of employees in the USA feel “disengaged” from work And this engagement has been pretty stagnant
It is time for a change In the current, traditional, management model, engagement is derived from management. What is ironic is that the same study quoted found that 9 out of 10 managers, don’t actually have what it takes to be great managers… What if the stats where the other way around?
“THE DAY BEFORE SOMETHING IS TRULY A BREAKTHROUGH, IT IS A CRAZY IDEA.” • — PETER DIAMANDIS
Management was invented in the early 1800, with the industrial revolution • In the current way we run organizations, management is outdated. • Inefficient use of time and loss of productivity • Passing the messages around • New approach found in many “soulful Organizations” (Frederic Laloux)
Evolution “Natural selection is daily and hourly scrutinising throughout the world, rejecting that which is bad, preserving and adding up all that is good; silently and insensibly working, whenever and wherever opportunity offers, at the improvement of each organic being – Charles Darwin SELF MANAGEMENT Much more powerful systems of Distributed authority and collective intelligence. WHOLENESS We all have an emotional, intuitive, rational and spiritual side, yet at work we end up using our rationality only EVOLUTIONARY PURPOSE Accept that the organization has a mind of its own, a “life”, and we must adapt to where it wants to go rather than control it
Practical Aspects Feedback and Evaluations Job titles and job descriptions Everything changes Decision Making Performance management Information flows Working hours Officespaces Dismissal Organizational Structure Investments Meetings Salaries and incentives Project management Conflict Management
Self-management doesn’t mean that there aren’t people working on the higher level activities that affect everyone. It just means that people do that work without the additional responsibility of also governing the activities of others. GOODBYE MANAGERS? WHAT DO YOU CALL A COMPANY WITHOUT MANAGERS?| EFFICIENT.
Howtocreateanorganizationthat invites everyonetobring in theirknowledge, theirfeedback, and knowtheywont be outvotedorignored. What gets in the way of people working together as effectively as possible, in the most efficient way possible? Brian Robertson http://www.holocracy.org How to Reinvent organizations Frederic Laloux http://www.reinventingorganizations.com
“WE HAVE ALL NOW BECOME BELIEVERS.” • — I am sure someone has said that at one point
LETS DO IT, well maybe… sort of, let me think about it… • Doesn’t work for everyone or every situation Reference : The basics you can find anywhere 5 Steps To Successful Storytelling Published on April 5, 2014 Featured in: Marketing & Advertising Doesn’t have to be an “all in” approach Information is power. Plenty of case studies and material available Work with your staff, don’t force it Hire Smart, build up on this philosophy 1 2 3 4 5
Hiring Traditional Structured Predictable Focused on one thing Boring New Go with the flow Completely random Culture over status Extremely fun! “WOULD I RATHER BE FEARED OR LOVED? EASY, BOTH. I WANT PEOPLE TO BE AFRAID OF HOW MUCH THEY LOVE ME.” - MICHAEL SCOTT
Hiring Questions • Why are you here? (look into if answer is more towards them and their benefits or what they want to contribute)? • Why this role? (what other roles is he or she applying for) • Who are you? I have read your resume and looked at your social media profiles, but I have only seen your professional persona. Who are you in reality? • Have you worked for a small company? What do you prefer (small or big companies)? What are the cons and pros of each? • What where you unable to put in your resume that you would like to add? (e.g. something he or she thought does not apply to this job, or that is not a professional asset, but still wants to share it) • If I could speak with someone that does not like you, what would he or she say about you? Why could someone not like you? • Imagine I am a city representative looking for tenders and you are a potential vendor. What would be your proposal (including costs, timeline and any service details you may want to add) to clean every single window in every single office building in the city. • Imagine at the end of this interview I have to summarize our meeting with my boss, so I need to remember you by one phrase, what would that be? What do you want me to say to others? "I met with X, and he/she is…." • In a scale of 1 to 10, how freakish are you? Why?
Hiring Questions • If you could choose between one of two superpowers, flying or being invisible, which one would it be and why? • What would you do in the case of an zombie attack? (ask them to explain the entire situation, imagining the attack is starting "right now", during the interview) • Why should we hire you and not John Smith, who is an excellent candidate also, has the exact same experience than you and the same education? Why are you better than everyone else? • In your group of friends.. Who are you? What is your role? Are you the smart one, the confident, the experienced, the adventurous, the good looking one? • And in the office? What can I expect from you when you work here? Are you quiet, outgoing, are you the organizer of outings, or the organizer of excuses to not attend events? • Imagine the interview is done. We are sitting together at a bar, I am your friend. I ask you then: How was your interview today? Tell me about who interviewed you? What did you think? Did you like the position? Do you think you are gonna get it? Tell me what you didn’t like, what doubts do you have about it? If they offered it, would you accept it? Why? • Do you want to be someone's boss, a manager? Why? What do you get out of bossing people around? Are you a good manager? Why? • Close your eyes. I want you to picture your are having the perfect day at your perfect job. You love it there, you love your life. Describe in as much detail as you can the situation (where are you, who are you with, what is the weather like, what are you wearing, what are you doing? • Did it make you nervous just now when I asked you to close your eyes? Why?
Existing Staff Exemplify, show that it has been done. Coach, empower with true decision making Explain the “why” Ask for feedback Concentrate on results, not processes “I SWALLOWED ALL YOUR IDEAS, I’M GOING TO DIGEST THEM AND SEE WHAT COMES OUT THE OTHER END.” - MICHAEL SCOTT
Yourselves Learn to let go Build a starting structure, just understand that it will evolve Don’t expect to always be involved, avoid committees Enjoy what YOU do “I KNEW EXACTLY WHAT TO DO. BUT IN A MUCH MORE REAL SENSE, I HAD NO IDEA WHAT TO DO.” - MICHAEL SCOTT
“OUR VISION IS SPORTS FOR ALL. YOU SHOULD HAVE FUN WITH YOUR SPORT, SO WE DON’T FOCUS ON WHO THE WINNER IS.” • — Tom Tvedt, President Olympic Committee • “WE BELIEVE IN THE SOCIALIST WAY OF DOING THINGS. SUCCESS SHOULD BE FROM WORKING HARD AND BEING TOGETHER” • — Morten Aasen, Skier
LETS HOPE THAT WAS USEFUL THANK YOU