© Happy Melly, Christof Braun  management30.com
The Secret to Happy,
Performing and
Motivated Self-Organized
Teams: Don't Just Leave
Them Alone

For many organizations,
a common practice is that
they are managed like
machines. We call this
Management 1.0. In this
style of management,
leaders assume that
improvement of the whole
requires monitoring,
repairing, and replacing
the parts.

Engineers developed most
management frameworks
with upfront design, top-
down planning and
command-and-control
structures and processes.

Frameworks work well
with predictable,
repeatable tasks
(by machines).
They don’t work
with creativity, innovation
and problem-solving
(by humans).

Command-oriented, low-freedom
management is common because
[…], it requires less effort, and
most managers are terrified of
the alternative.
- Laszlo Bock, Work Rules!

Fortunately, many
managers have realized
that the greater challenge
is working with people,
not with machines.

In a Management 2.0 organization, everyone recognizes
that “people are the most valuable assets” and that
managers have to become “servant leaders”. But, at the
same time, managers prefer to stick to the hierarchy.

Some people think of an organization as a
community or a city. You can do what you
want, as long as you allow the community to
benefit from your work. We call that
Management 3.0.

In a community or
city, everyone is
(partly) responsible
for contributing to
its success and a
few are responsible
for the whole.

Most creative workers don’t realize that they are also
responsible for management stuff. Management is
too important to leave to the managers.

We can only improve worker happiness when everyone
feels responsible for management and when managers
learn to manage the system instead of the people.

Of course, this is
easier said than done!

Management 3.0 is not
yet another framework.
It is a mindset, combined
with an ever-changing
collection of tools,
games, exercises and
practices to help any
worker to manage the
organization. It is a way
of looking at work
systems.

Management 3.0 =
Managing the system, not the people.

Management 3.0 =
Better management with fewer managers.

How can we get people
to self-organize?
How do we delegate
responsibilities?

To 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.

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.

What scientists call distributed control is usually
called empowerment by management experts.

Empowerment
requires delegating
decisions
Managers often fear a
loss of control when
teams take over
decision-making. And
creative workers
sometimes have no
idea how to take
responsibility.
?

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.

The Seven Levels of Delegation

The 7 Levels of Delegation is a symmetrical model.
It works in both directions.

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.

A delegation board enables management to clarify delegation
and foster empowerment for both management and workers.

Delegation increases status, power, and
control. A system with distributed control
has a better chance of survival than a
system with centralized control.

As a manager, I don’t manage
people, I manage the system.
And I don’t empower our
workers, I empower the
organization.

For empowerment to work, a high level of trust
must be established among all parties.

Trust means to assume vulnerability with
optimistic expectation of someone else.

What can we do to increase trust in a
relationship?

The Wheel
of Trust
(in six C’s)
fff
Competence
Consistency
Integrity
Predictability
Contribution
Results

Support the emergence of a trust culture in
your organization.
Use the six C’s to help people trust each other.
If in doubt, advance trust rather than wait for
it to be earned.

How can we help
people be happier in
their jobs?
And how does this
affect their
productivity?

Here’s a puzzle:
Does success lead to
happiness, or does
happiness lead
to success?

Probably both…
We now know that happiness is the
precursor to success, not merely the
result.
- Shawn Achor, The Happiness Advantage
Does employee satisfaction lead to
high performance? Probably, but [...]
the reverse effect is stronger.
- Phil Rosenzweig, The Halo Effect

Also, happiness is a mindset,
not just a result
The very good news is there is
quite a number of internal
circumstances […] under your
voluntary control. If you decide
to change them [...] your level of
happiness is likely to increase
lastingly.
- Martin Seligman, Authentic Happiness

Happiness is a path, not a destination
We can call this “the progress
principle”: Pleasure comes more
from making progress toward goals
than from achieving them.
- Jonathan Haidt, The Happiness Hypothesis

Despite the complexity,
a simple fact is…
Happy workers do more
and achieve more
source: ScienceDaily, “We Work Harder When We Are Happy, New Study Shows” http://bit.ly/OV0HZP

12 Steps to Happiness (all backed by science)
Thank
Give
Help
Eat Well
Exercise
Rest
Experience
Hike
Meditate
Socialize
Aim
Smile

Thank You!