Case Study - on the way to self-leadership (Part II)
Thanks Tanmay Vora, another great sketchnote: http://qaspire.com/2018/01/09/leaders-who-create-the-future/
Well finally the 2nd part of the Case Study story, hope you like it? I am trying to categorize key statements in groups that make sense --> I try 😉. But let's start with a Simon Sinek Note to Inspire: "There is a difference between offering a service and being willing to serve. They may both include giving, but only one is generous."
General:
- Take initiative and ownership for Intrinsic motivation
- Future cannot be planned
- Mindset based on - philosophy, thinking and activity logic
Purpose, why now?
- Old world - define target, reach step by step
- Now - broader focus required to include new technology
- What is my purpose and how can I implement/realize it, check new technology solutions
Make available knowledge useable where it is, in the heads of the teams
- Get different opinions heard, not only positive or supportive
- If managers/leaders are gone, leadership work has to be taken on by somebody else, is not going away !!
- Face conflicts and solve them, even when painful
- Sociocratic role selection/assignment process, selection by team members, who has the most votes by the team members
- Cross functional teams improving their level of basic understanding in their field of competence, due to daily interaction
- Mindset of leaders in hierarchical organisations is required from all members in an agile organisation
Realization in the travel agency
- Company board and leadership team are supporting and monitoring the change
- Use pull principle
- Realize collaboration needs and effort
- Leading needs follower
- Build pioneer teams with Kanban boards
- Talk about positive experience
- Thank you, during lessons learned
- Aligned purpose work with brand work of the company --> We move the customer in their heart
- Pioneer teams create followers, during process reaching tipping point, when new process becomes majority and old process is minority
- Heartful, tolerant, friendly and supportive way of working is needed to make this change possible and happen
The only topic not covered yet is a smart solution for the regular salary and performance meetings. As talking openly about everybody's salary is not common in Germany and in most companies forbidden by internal direction/policy. A way could be --> Openly communicate salary as new company direction or have a hidden fix/basic and open variable salary part (based on team feedback). Why not?
Some ideas/examples from the Management 3.0 page:
- Celebration Grids: https://management30.com/practice/celebration-grids/
- Merit Money: https://management30.com/practice/merit-money/
- Salary Formula: https://management30.com/practice/salary-formula/
- Yay! Questions: https://management30.com/practice/yay-questions/
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