Do you want to escape the drudgery of current management practices?
You can.
With these three books, you can learn to manage yourself. You can reframe your practice of management to lead and serve others. And you can practice creating an organization where innovation thrives.
Learn how the seven modern management principles apply to you, your team, and your organization. Use these ideas to create experiments so you can practice your modern management in your context.
Become a modern manager and excel every day. Buy this collection of the three Modern Management Made Easy books now.
You can become an excellent manager when you manage yourself first.
If you’re like most managers, you’ve never seen management excellence. You are not alone.
Modern management requires we first manage ourselves—and that might be the most challenging part of management. Based on research and backed up by personal stories, you'll see how you can manage yourself.
Through questions, stories, and proven options, learn how you can:
- Move from expert to coach.
- Recognize and avoid micromanagement.
- Support the people doing the work to solve more of their problems.
- Make time to think so you can be your best self.
- Trust the people you lead and serve.
- And, much more.
With its question and myth, each chapter offers you options to rethink how you manage yourself.
Become a modern manager.
Learn to manage yourself so you and the people you lead and serve can deliver the results everyone needs.
For the Supplemental materials pdf, either download it here or download it from https://www.jrothman.com/mmme1.
You can excel at managing people when you lead and serve them.
You might have only seen managers try to direct and control others. You might think you can't possibly lead and serve others. Especially not with all the pressure you feel. You can.
Great managers create an environment where people can do their best work. These excellent managers lead and serve others—not control or direct them.
Based on research and backed up by personal stories, this book will show you how modern managers lead and serve others.
Through questions and stories, learn how you can:
· Change your focus from individuals to teams.
· Create more capability in each person and as a team.
· Create more engaged teams or workgroups.
· Support people as they manage their careers and eliminate the need for performance reviews.
· Support teams as they can learn to manage themselves.
· And, much more.
With its question and myth, each chapter offers you options to rethink how you lead and serve others.
Become a modern manager.
Learn to lead and serve others to deliver the results everyone needs.
For the supplemental materials pdf, either download it here or download it from https://www.jrothman.com/mmme2.
Would you like your organization to innovate more? Start with your management practices.
You might never have seen innovation in management. You are not alone.
Learn to create an environment where people can innovate. See how to use the organization’s purpose to manage for better outcomes. Free people to work better and faster.
Based on research and backed up by personal stories, you'll see how modern managers practice innovation.
Through questions and stories, learn how you can:
- Create management teamwork at all levels.
- Reduce management decision time.
- Manage for effectiveness to promote innovation.
- Plan by value.
- Welcome experiments and learn from them.
- Move from change management to embracing change.
- And, much more.
With its question and myth, each chapter offers you options to rethink how you can create management innovation. Change your practices and free the people to deliver better outcomes.
Become a modern manager.
Learn to lead an innovative organization.
For the supplemental materials pdf, either download it here or download it from https://www.jrothman.com/mmme3.
Distributed agile teams have a terrible reputation. They don’t deliver “on time,” and too often, they don’t deliver what the customer needs. However, most agile teams, have at least one remote team member. And, agile approaches are here to stay.
Don’t blindly apply agile practices designed for collocated teams. Instead, learn to use three mindset shifts and the agile and lean principles to create your successful distributed agile team. Use the tips and traps to help your team succeed.
Leave the chaos of virtual teams behind. See how to help your distributed team succeed.
We offer a supplemental materials pdf. See https://www.markkilby.com/sdatbook/ or https://www.jrothman.com/books/from-chaos-to-successful-distributed-agile-teams-collaborate-to-deliver/ to download the pdf.
You've tried to use an off-the-shelf approach to agile techniques, and it's not working. Instead of a standard method or framework, work from agile and lean principles to design your own agile approach in a way that works for you. Build collaborative, cross-functional teams. See how small batch sizes and frequent delivery create an environment of trust and transparency between the team, management, and customers. Learn about the interpersonal skills that help agile teams work together so well.
In addition to seeing work and knowing what "done" means, you'll see examples of many possible team-based measurements. Look at tools you can use for status reporting, and how to use those measurements to help your managers understand what agile techniques buy them. Recognize the traps that prevent agile principles from working in too many organizations, and what to do about those traps. Use agile techniques for workgroups, and see what managers can do to create and nurture an agile culture. You might be surprised at how few meetings and rituals you need to still work in an agile way.
Johanna's signature frankness and humor will get you on the right track to design your agile project to succeed.
If you want to see all the images, please go to https://www.jrothman.com/cysap and download the supplemental pdf.
If you’re trying to use agile and lean at the program level, you’ve heard of several approaches, all about scaling processes. If you duplicate what one team does for several teams, you get bloat, not delivery. Instead of scaling the process, scale everyone's collaboration.
With autonomy, collaboration, and exploration, teams and program level people can decide how to apply agile and lean to their work.
Learn to collaborate around deliverables, not meetings. Learn which measurements to use and how to use those measures to help people deliver more of what you want (value) and less of what you don’t want (work in progress). Create an environment of servant leadership and small-world networks. Learn to enable autonomy, collaboration, and exploration across the organization and deliver your product.
Scale collaboration with agile and lean program management and deliver your product.
If you have trouble estimating cost or schedule for your projects, you are not alone. The question is this: who wants the estimate and why?
The definition of estimate is “guess.” But too often, the people who want estimates want commitments. Instead of a commitment, you can apply practical and pragmatic approaches to developing estimates and then meet your commitments. You can provide your managers the information they want and that you can live with.
Learn how to use different words for your estimates and how to report your estimate that includes uncertainty. Learn who should—and should not—estimate. Learn how to update your estimate when you know more about your project.
Regain estimation sanity. Learn practical and pragmatic ways to estimate schedule or cost for your projects.
