Radical Management

After hearing many times about this amazing book called: “The Leader’s Guide to Radical Management: Reinventing the Workplace for the 21st Century” written by  — I made the decision to buy it and I wish to buy it a long time ago because it is amazing.

 

Extracted from the book

Everyone Can Be a Radical Manager Anyone who adopts the values, principles, and practices of radical management can be a radical manager. No hierarchical decision is required for anyone to start focusing on delighting clients and collaborating with others in iterations, acting in total openness, and engaging in interactive conversations. Whereas traditional management can happen only when someone is appointed as a manager, radical management can break out whenever people start espousing its values, principles, and practices. It is in this sense that radical management is not only disruptive of the status quo because of its productivity gains. It is also deeply subversive: it changes people’s attitudes toward management. Everyone can contribute. Top management has a special responsibility for creating the setting where radical management becomes possible.

The Distinction Between Leadership and Management Dissolves

In traditional management, leadership is about promoting change, while management is about keeping the organisation running smoothly—that is, bureaucracy. In radical management, the distinction between leadership and management dissolves. There is no difference between leadership and management. Managers are committed to change, and leaders also manage. Radical management is about making continuous innovation happen.

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From my own experience the hardest task as Agile Coach is to help Managers to change their “Command and Control” way to do their jobs and change for a way of listening your employees. Then all of  the ideas have to be considered without thinking the Managers have always the last word.

To conclude, I strongly recommend this book to anyone interested in being involved in an organisational change. I love this phrase: “It is up to you”.

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Mario Lucero

Mario Lucero

I am all about helping companies to adopt agile as methodology in Chile.

Why?

I believe many organizations think that agile is not for Chilean companies because of Chilean culture is totally
different from i.e. USA culture but I worked with Chilean professionals who after using agile realized it is feasible
to implement it.

Agile works in small and large projects and there are many evidences which demonstrate this.

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