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Fonte: management30.com — Todos os direitos reservados #pracegover um homem de braços abertos e com uma cara não muito contente, com a frase muitas pessoas estão erradas sobre empoderamento.

Após esse título, algumas perguntas que você deve estar se fazendo agora são: “Mas Mateus, como você pode liderar se não estiver no comando?”. A maioria das pessoas não se enquadra nessa categoria. A maioria de nós tem um chefe. É possível liderar sem estar no topo? O gerenciamento significa que você também não pode liderar?

Bom, eu acredito que as duas palavras chave aqui são autoridade e responsabilidade. Durante muito tempo, a cultura da maioria das empresas nos ensinaram que para conseguir que outras pessoas façam o que queremos é necessário ter autoridade.

Nos dê um distintivo. Nos dê uma arma. Nos dê uma torre para ficar em pé. Nos dê autoridade e um título de gerente, líder, Clevel, para dizer às pessoas o que fazer! …


When we evolved with issues related to the management 3.0 practices, one of the most important points for cultural transformation happened was the engagement of media management with what we were willing to do for the company and the people. It was very important to have started with practices like personal map and kudo card’s to generate a collaborative culture, but media management was still a long way off. We then decided to create a group of people who would jointly create cultural initiatives in the company between people, irrespective of their hierarchical levels and connections in the company. If he was a manager, he was welcome. …


Nowadays, it is almost impossible not to talk about Feedback. Every leadership course and recognized companies in the world treat this subject with great care and discretion. We used to use a very traditional feedback model where the manager had a script and had to obligatorily speak three positive points and three negative points about his workers

Looking for new, more effective ways of working, we had a very interesting experience using the feedback wrap in our company to generate empathy and learn more about how we can develop a frank and sincere dialogue between people without offending them and understanding our need before people. …


When we decided to use management 3.0 practices in the teams for transformation and empowerment, one of the fundamental points was to work trust between them. Looking for techniques to achieve this purpose, Me and Leila Almeida, we decided to use kudo’s in a different and embryonic way. We tried to turn the practice into a retrospective.

To encourage the initial discussions, we use ice breaker techniques to energize people and create a psychological security environment at the retrospective ceremony, we start with a technique called hi 5, where participants need to find 5 points in common to finish the game . …


In a VUCA world, where things happen at an ever-increasing speed and with greater volatility, we need to discover new ways to give people a purpose and keep them motivated for as long as possible because the company is made by people who work in her.

During my time as head of technology, I had many people with me working and I noticed that some of them felt unmotivated but did not know why. All I had my hands on as human resources tools was the DISC, but I disliked it for not being repeated from time to time and being based on an algorithm and not on the human's beings that are measured by it many times its personality in the work is derived from there. …


When I first started using management 3.0 practices, I had a major relationship problem between people on the team, which generated discussions in our retrospectives on people’s behaviors and their teammates. Basically, it was relationships aimed at people who did not know each other, working together and creating their ways of acting, as quoted by Tuckman’s studies, the team was in a state of formation and I had no idea how to make those conflicts normalized.

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Tuckman’s Model

One day, looking for new techniques to solve this problem, I found the personal map on-site management 3.0.com. Before we started the retrospective ceremony, we talked about this experiment and its intention was to promote knowledge among people beyond their professional scope, since we can not separate ourselves between our personal and professional side, the human being is unique in its motivators intrinsic and extrinsic. …


Learn, Learn and learn. Our life is based on this word from the first day of life to the last breath. Why not use and encourage this mentality in our work environments, which need more and more innovation? An experiment is the solution! We should celebrate and encourage the experiments that worked and those that did not work out, but we learned from them! The Management Grid Celebration Grid helps you get there!

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Lately, one of the topics most touched on in agile methodologies and their respective teams is how to motivate them to try new things, that can generate as much success (extremely pleasant part), as unsuccessful (which did not work, but you learned!), responsibility and guilt when something does not go as planned. …


Recently, we working on visions of how we can foster agility by delivering value deliverable to our customers and our company. In one of these discussions, we dealt with the challenge of several systems that individually did not generate value for the teams and generated a high dependency that was reflected in queues. We found a good point there to attack, as our goal was to value streaming mapping’s more fluidly between the teams.

To begin, we mapped all those systems that had synergy with that subject. At that moment, we made use competencies matrix, proposed by management 3.0 …


Sempre que abro o linkedin e demais redes sociais, vejo muitas pessoas falando sobre gestão moderna, novas formas de liderar, criando novas certificações, propondo novas formas de fazer a mesma coisa e achando que isso é um ponto de ruptura. Explico:

Ponto de ruptura: é uma expressão que traduz o momento exato em que ocorre um rompimento, interrupção ou anulação de um processo, um pacto ou um tratado. No nosso caso, quando falamos de práticas de gestão moderna, precisamos entender qual é o nosso ponto de ruptura entre um modelo e outro.

Vamos analisar os modelos organizacionais pelo prisma proposto por Paul Baran. …


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Imagem: Workshop Management 3.0

No meu primeiro texto no Medium (extraído do texto que escrevi em novembro no linkedin), eu explorei um pouco sobre o tema gestão e liderança. Gostei tanto das reflexões, que resolvi fazer um vídeo a respeito que você pode ver aqui.

Gosto muito de ler sobre culturas organizacionais e acredito muito que a cultura faz a diferença sobre todos os aspectos da organização, formada de pessoas. Me veio uma reflexão a mente:

Cultura! A cultura da organização que você constrói muda tudo.

A Cultura come TUDO no café da manhã. Cultura derrota táticas.

A cultura está no centro de saber se você vai chegar onde quer ir ou não. …

Mateus Angelo Brasil Rocha

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