Practical Ways to Lead an Innovative Organization
Last updated on 2020-07-30
About the Book
We hold many management myths as truth:
- We have to treat everyone the same way,
- We need to manage performance, and
- 100% utilization works.
Each of these myths prevent people and teams from succeeding. In turn, these myths prevent the organization from finding the best customers who will create success in the marketplace.
In this book, you’ll learn to see how common—but ill-advised—management practices prevent people from doing their best job, as individuals and as part of groups and teams. And, you’ll learn what you can do instead.
Build your management excellence. Learn to build trust and respect with congruence, and practice management with integrity.
About the Author
Bundles that include this book
Table of Contents
- Acknowledgments
- About this Early Release
- Introduction
-
1. Encourage Management Innovation
- 1.1 Consider These Innovation Leadership Principles
- 1.2 Start With Why
- 1.3 Manage for Effectiveness
- 1.4 Environment Shapes Everyone’s Behavior
- 1.5 Encourage Management Flow Efficiency
- 1.6 Create a Congruent Organization
- 1.7 Create Integrity in the Organization
- 1.8 Manage for Change and Innovation
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2. Does Management Require Practice?
- 2.1 Myth: Management Doesn’t Need Practice
- 2.2 Increase Management Capability
- 2.3 Create Your Management Cohort
- 2.4 Options to Practice Management
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3. Should We Treat Everyone the Same Way?
- 3.1 Myth: We Must Treat Everyone the Same Way
- 3.2 Everyone Wants Something Different
- 3.3 Options for Fair Treatment
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4. Must We Manage Performance?
- 4.1 Myth: Performance Management Creates Employee Engagement
- 4.2 Performance Management Creates Disengagement
- 4.3 Ranking People Creates Disengagement
- 4.4 What Creates Employee Engagement?
- 4.5 Options to Manage Salary Expenses
- 4.6 Individual Bonuses Create Disengagement
- 4.7 Options to Create Engagement
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5. Which Teams Are the Best?
- 5.1 Myth: I Can Compare Teams and It’s Valuable to Do So
- 5.2 Individuals and Teams Perform Incomparable Work
- 5.3 Measure Flow, Not Productivity
- 5.4 Verify the Team’s Objectives
-
6. Does Competition Between Teams or Managers Work?
- 6.1 Myth: Friendly Competition Is Constructive
- 6.2 “Friendly” Competition Never Is
- 6.3 What Are Your Objectives?
- 6.4 Ask the Teams for the Results You Want
- 6.5 Recognize Competition
- 6.6 Options to Avoid Competition
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7. What Kind of Physical Space Works?
- 7.1 Myth: We Only Need One Kind of Space
- 7.2 Knowledge Workers Need a Variety of WorkSpaces
- 7.3 How Knowledge Workers Use Space
- 7.4 Options to Create Necessary Workspaces
-
8. Don’t We Need Estimates to Plan?
- 8.1 Myth: I Need Estimates to Plan
- 8.2 Understand an Estimate’s Value
- 8.3 Plan by Value
- 8.4 Use Value to Assess Your Work
- 8.5 Options to Move to Value-Based Planning
-
9. Must We Utilize Everyone at 100%?
- 9.1 Myth: 100% Utilization Works
- 9.2 How Did We Get Here?
- 9.3 Why 100% Utilization Doesn’t Work for People
- 9.4 Agile and Lean Approaches Make the Myth Transparent
- 9.5 Can We Accommodate Fast Switching?
- 9.6 Options to Avoid 100% Utilization
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10. Can’t I Move People From Project to Project?
- 10.1 Myth: I Can Move People Like Chess Pieces
- 10.2 Managers Can’t Please Everyone
- 10.3 Say No
- 10.4 Visualize the Work at All Levels
- 10.5 Flow Projects Through Teams
- 10.6 Capitalize on Each Person’s Individualities
- 10.7 Options to Collaborate on the Project Portfolio
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11. Don’t People Already Know How to Do Their Jobs?
- 11.1 Myth: We Have No Time for Training
- 11.2 Training Is a Necessary Part of Technical Work
- 11.3 Make Time for Conferences, Too
- 11.4 Capitalize on Curiosity
- 11.5 Evidence That People Need Training
- 11.6 Options for Training
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12. Doesn’t Lower Salaries Mean Lower Project Cost?
- 12.1 Myth: Lower Wages Mean Less Expensive Projects
- 12.2 Project Cost Is More Than Wage Cost
- 12.3 Visualize Your Team’s Cycle Time
- 12.4 Cost of Delay Affects Any Project, Agile or Not
- 12.5 Hire Smart Teams Not Solo People
- 12.6 Options to Lower Cycle Time and Project Costs
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13. Who Makes Which Decisions?
- 13.1 Myth: I Can Standardize How Other People Work
- 13.2 Standards Create a False Sense of Security
- 13.3 Imposing a Standard Removes Autonomy
- 13.4 Policies and Procedures Prevent People from Thinking
- 13.5 Standards Create Brittle Systems
- 13.6 Power Derives from Decisions (and Hierarchy)
- 13.7 Guidelines and Constraints Build Adaptability and Resilience
- 13.8 Create a Safe and Transparent Environment
- 13.9 Options to Address Decision Power
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14. Isn’t the Organization a Well-Oiled Machine?
- 14.1 Myth: I Can Manage by Spreadsheet
- 14.2 Embrace Management “Messiness”
- 14.3 Data Helps Management Decisions
- 14.4 Consider Measures that Enhance Innovation
- 14.5 Management is All About People
- 14.6 Options to Create an Opportunistic Culture
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15. Where’s the Quick Fix or Silver Bullet?
- 15.1 Myth: We Need a Quick Fix or a Silver Bullet
- 15.2 Know Your Business Reason for Any Change
- 15.3 There is No Quick Fix or Silver Bullet for Culture
- 15.4 Beware of Management Fads
- 15.5 Reframe Change as Experiments
- 15.6 Options for Change
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16. Where Will You Start Leading an Innovative Organization?
- 16.1 Does Your Organization Require Innovation?
- 16.2 Reinforce a Culture of Innovation
- 16.3 Assess Your Current Actions
- 16.4 Change Your Behaviors First
- 16.5 You Don’t Have to be Perfect
- 16.6 Is an Innovation Culture For You?
- Annotated Bibliography
- More from Johanna
- Notes
About the Publisher
This book is published on Leanpub by Practical Ink
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