Teams cannot achieve their goals if team members aren’t capable enough. To combat this, managers must create an environment of continuous learning, thus contributing to the development of competence. Learn more about what makes teams competent and how to promote learning on a team with Management 3.0 https://management30.com/develop-competence/learning-competencies/ https://management30.com/practice/

1. Learning and
Competencies
© Happy Melly One BV
(Original Management 3.0 Foundation Workshop Material)

2. Develop Competence:
Teams cannot achieve their
goals if team members
aren’t capable enough, and
managers must therefore
contribute to the
development of
competence.
4

3. 3
Learning and competencies
Teams cannot achieve their goals if
team members and the team as a
whole aren’t capable enough, and
managers must therefore create
an environment of
continuous learning
and contribute to the
development of
competence.

4. What is competence?
The ability to do something well.
http://www.merriam-webster.com/dictionary/competence
A cluster of related abilities, commitments, knowledge,
and skills that enable a person (or an organization) to
act effectively in a job or situation.
http://www.businessdictionary.com/definition/competence.html#ixzz4DSPEy6hA
The ability to do something successfully or efficiently.
http://www.oxforddictionaries.com/definition/english/competence

5. What makes
teams competent?
Team
communi-
cation
Team competence
structure
Creative
tension
Individual
competence
Helping
each
other

6. What competencies does a team need?
Subject matter
Tools and technologies
Processes and practices
Soft skills

7. What levels of competence
are required?
Apprentice
Journeyman
Master

8. T-Skilled people
(Generalizing specialists)
Journeyman Journeyman
Master

9. 1
4
2
1
0
5
5
0
1
1
Required
competence
levels
Competences
Team members
Team Competence Matrix

10. What makes
teams competent?
Team
communi-
cation
Team competence
structure
Creative
tension
Individual
competence
Helping
each
other

11. 1. Lead by example
2. Encourage and enable self-study
3. Training and certification
4. Coaching
5. Learning from failure / experiments
Individual competence development

12. Learn more about individual competence, helping
each other, team communicaHon, creaHve tension,
and team competence structure at a Management
3.0 Workshop!
www.management30.com/events/

13. What makes
teams competent?
Team
communi-
cation
Team competence
structure
Creative
tension
Individual
competence
Helping
each
other

14. Communication
Talk more Talk better

15. Establish
rituals
Reduce/
bridge distance
Document
relevant
outcome

16. ?
?
?
Powerful
questions
Listen/pay
attention
Nonviolent
communication

17. What makes
teams competent?
Team
communi-
cation
Team competence
structure
Creative
tension
Individual
competence
Helping
each
other

18. Shared
vision / goal
Common ownership
of responsibility

19. 19
Help each other through Peer Learning
•Setup internal mentoring program
•Pairing, exercises, games and contests

20. Knowledge hours
•Regular lectures or workshops
•Self-organized by teams
•Everyone gets a turn to present

21. Exploration days
•Everyone spends one day of
learning
•Try to deliver something
within 24 hrs
•Demo the results to
colleagues

22. 22
Lead by example (again...)
Ask for help – often!
It is not a weakness
but a strength!

23. What makes
teams competent?
Team
communi-
cation
Team competence
structure
Creative
tension
Individual
competence
Helping
each
other

24. To create creative tension you
must first clearly articulate a goal /
vision for the team and compare it
to the current reality.

25. Team diversity
Instability causes new models (ideas) to emerge.
What are important aspects of diversity that you
know? (Hint: it’s not just gender…)

26. Team diversity requires
an attentive manager to
help the team work with
potential friction.
26
Use
• A common team goal
• Shared values
• Team identity to create
harmony in diversity

27. What roles make up a creative team?
Broker
Creator
Owner
– Dr. Peter Kruse, Professor for Organizational Psychology, University of Bremen, Germany

28. Management 3.0 is not another framework, it’s a mindset, combined
with an ever-changing collecHon of games, tools, and pracHces to help
any worker manage the organizaHon. It’s a way of looking at work
systems.
Management 3.0 examines how to analyze that system to come up with
the right soluHons for beUer leadership across organizaHons.
Management 3.0 FoundaHon Workshops are all about principles and
pracHces. Combining the best of classical thinking with a fresh approach
and new insights. All embedded in a social context and in the networked
businesses we work in today.

29. Book your Management 3.0 Workshop today and improve your
Leadership Skills.
Visit www.management30.com
info@management30.com
www.management30.com