几个周末前，我进行了我的第一个Management 3.0 #Workout课程。故意地，我希望这是一个小团体，可以接受这个概念。上课进展顺利，我得到了很多反馈。管理是那里没有的少数角色之一’似乎是表明一个人知道的正式认证或过程’该怎么办。管理学位（MBA或学士学位）可以教授市场营销，会计和运营方面的基本技能，但不会教您真正需要的技能。诸如仆人领导，沟通技巧，解决问题和处理冲突等技能。
I had a few moments the other day, and I started thinking about what attributes were possessed 通过 some of the great 经理s I have worked for in the past.
我为此创建的问题之一 袖珍教授 围绕这个概念“Scrum Master” is a 管理ment role. The correct answer for the certification is True. I have yet to see this as a requirement in a 管理ment job description though. What would happen if were to become a requirement? I think most of the 经理s I know would put up fight on this one. Heck, I would put up a fight before I understood what the attributes of being a Scrum大师.
I went back to the 相信Scrum 训练 deck and took at look at the attributes of a Scrum大师. All the attributes would be ones I would consider important for 经理s to possess as well as Scrum大师s.
让’s take a look at the attributes and consider whether they apply to a 管理ment role.
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敏捷专家– Expert may be too strong, but 经理s should be searching for tools, practices, and frameworks that can be introduced as required. Topics such as DevOps, Extreme 程序ming, Test Driven Development, and Automated testing are foundational concepts that should be known and explored 通过 every 经理. Being familiar with Scrum, Kansan, and Lean are important.
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仆人领导–实际工作的人就是创造价值的人。管理’s responsibility is to create an environment where 人 can do the work. By adopting Servant 领导, 经理s serve the 人 who do work 通过 removing impediments and enabling them to do the work. The term 经理 should be replaced 通过 Servant Leader. Terms such as 经理 or team lead have been damaged 通过 overuse.
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沟通者– Most of the challenges with teams and organization is a lack of communication. Managers should be effective communicators with their peers, customers, with their teammates, and with others in the organization. Manages that can’t communicate are ineffective, yet somehow continue to be 经理s.
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主持人– For years, traditional 经理s would plan the work, assign the work, and then evaluate their direct reports. Recently, great 经理s have transitioned from hierarchical control to a facilitated self-organization approach. Self-organization requires trust. Managers have to trust their teams, and their teams have to trust their 经理s that the environment is safe.
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值得信赖– Being worthy of trust is the most important characteristic a 经理 can possess. If a team trusts that a 经理’s intentions are honorable, the team will be tolerant of mistakes, and allow the 经理 time to learn. A 经理 without the trust of her team will never be a leader, but will be directing/dictating.
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教练– The primary job of the 经理 is to coach teams and individuals. As a coach, a 经理 has to understand what to do, why it needs to be done, and what the benefits and risks are. Combining coach with being an effective communicator allows 管理ment to change communication styles to ensure that each team receive.
