The community of practices for developing competencies

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. If you were a member of dev team or product owner you were also welcome.

To define the creation group values, we use the big value list, also proposed by management 3.0. The values ​​chosen were Collaboration, Attitude and boldness. We left there excitedly and already created 6 communities of practices for developing actions: People, Transformation, Culture, Customer, sharing and commercial. Mey’s engagement was with the culture group

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We started making the culture meetings and we created two events: One called time to talk, where developers and managers met once a week for an hour to talk about issues related to emerging technologies, use of that technology in projects and learning of past projects.

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Another practice we created were the so-called project management guilds, where every week a new theme was presented, focused on 3.0 management practices, leadership, and tools to help anyone get organized in the work environment. The most interesting of these guilds was that anyone in the company, regardless of their hierarchical level could participate and contribute either with themes or participation to enrich the debates and improve as a team, companies and mainly, improve as people. In many of these meetings people could collaborate by presenting various things, which also challenged people to evolve since to teach something to someone, you need to have a good grip on the subject.

These meetings generated very expressive results such as the use of new software development tools and standards, the propagation of good practices, the sharing of lessons learned in projects, and the development of soft skills in those involved since the content was presented by the professionals themselves. organized weekly to demonstrate their knowledge on a subject, thus overcoming problems such as shyness and developing their organizational skills and public speaking.

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We realized from these meetings that the engagement of the middle management was increased week by week, with the participation and commitment of the participants, always willing to learn more, to the point that we can run one of the techniques that I consider more transparent of management 3.0, which is the celebration grid.

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As a result, we foster even more issues such as peer learning, psychological security and transparency to make the changes by no longer managing people, but rather by learning from them and managing the system.

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