Leaders and Managers describe Empowerment, Engagement and Motivation as their top priorities. In fact, science has shown, that teams are more engaged, if they have mastery, autonomy and purpose. Therefore, managers can achieve long-term success, if they create self-organized teams with Management 3.0. If teams are self-organized, they are more engaged. In the end, they then feel the trust of their boss and make quick decisions themselves. This decreases the need for micro-management and increases the mastery, autonomy and purpose. But what is the role of the managers, if teams are supposed to be self-organized?
Management as a discipline was created in the early 20th century, mostly based on the works of Frederic Winslow Taylor. The main idea of his book "The Principles of Scientific Management" was to free the workers on the assembly line from the complexity of decision-making and just help them to create an environment, where they can focus on the efficiency of their activities. Basically, in this traditional approach called Taylorism, there were three different responsibilities among the members of the company:
- The Thinkers, who were the Directors or Top Management and designed the environment to work.
- The Controllers, who were Line Managers, who took care, that the workers were following the rules
- The Do-ers, who were mostly uneducated workers, who then would just carry out the job and get the car or other things done.
Most of the ideas of Taylorism survived until today. For example, the idea, that we need to pay more for higher performance; mostly because, those principles were also responsible for the success of companies such as Ford or General Motors.
However, the ideas of Taylorism were great at the time, the world we live in today has changed drastically. Even factory workers sometimes have bachelor degrees and through increased technology, the way we do business has moved from a manufacturing stance to a service-oriented stance. Therefore, the role of individuals and organization changed over the last 100 years. Everything became more complex.
Management as a discipline, therefore, needs to change too. Instead of being the Thinker or Controller of the teams, Managers should become Facilitators, ensure the team have the right competence and can as a team work and achieve towards a vision of the organization. This is the reason, why Managers want to become leaders. Managers deal with the daily activities of Management - this is still important, but it does not need a specific role to do it. Leaders are therefore supporting the team to exactly achieve a well-managed team without the need to control them. This is where Management 3.0 providing Agile Leadership Practices come into place.
These Practices are divided into 6 different views, which will help to become more Agile as an organization:
- Energize People - Managers describe engagement of their teams as one of the biggest challenges. Therefore, leaders should focus on building systems and environments, in which everyone is motivated to improve team results.
- Empower Teams - If we want our team to support us in achieving better outcomes, we need to empower them. Empowerment requires great practices on self-organized teams without losing control.
- Align Constraints - Self-organization can lead anywhere; therefore, we need to be able to be aligned on the guideposts to follow to stay within the boundaries of control.
- Develop Competence - Teams need to be competent to achieve the best outcome. Competences are not simply skills in a certain direction, but rather a cluster of behaviors, commitments, skills and attitudes to achieve the certain outcome.
- Grow Structure - Growing structures to stay agile is one of the biggest challenges for organizations currently. They can follow certain scaling frameworks, but need to understand, that they need their own.
- Improve Everything - Best solutions and products are created if we constantly look out on how to improve the current conditions constantly.