Found this picture earlier in the internet and stumbled upon it recently. Statements that are very difficult to argue with. This could be a good starting point for everybody who wants to be Scrum master, Project manager, Department manager, …
What manager does? Their main focus is not on people performance and their efficiency, not about rules or KPIs. These are tools that are selected or built with your team. Instead their focus is on value creation, environment and principles. 
Want to share ideas how i manage for some reasons:
Environment. Results are very important, but we won’t be successful as a team unless each individual is fulfilled.
Style. “Ask. Understand. Change.” Process is only a tool, understanding your business is essential. Go out and talk to people. Adjust to business demand and make changes fast.
Problem solving. When a challenge is presented, bring along several solutions, one of which does not include spending (more) money. Always try to understand root cause - why, why, why,…
Meetings. Book a meeting only if it can’t be avoided. Prepare, engage invited people, come out with actions.
Professionalism. High internal standards push me to do things in a best way possible. Same is required from team members.
Learning. “Experts” can ruin everything as they are not accepting new information. If you are not changing and learning new things than something is wrong with you.
Change. Processes, tools, structure must always be adjusted to business needs
Winning. My definition of “winning” is that everyone wins: employees, customers, users.
Expectations are set not only for employee, but for employer also. It’s easy to ignore dealing with simple jobs, but very important not to forget while working with knowledge workers. Why? They are less dependent on you and looking for win/win situations is always more fun.
In self-organized structures you never really know when and where things start.
Are you ready for that? Are you sure it motivates you?
Forget old company structure - it doesn’t support growth! By the way did you notice that clients, customers or users are never represented in organizational structure? It is like company exists for itself, but not for the clients…
Inspired by Niels Pflaeging ideas was writing some posts about what type of change we are introducing in my company. Any change is not an easy thing to do as different people need different arguments. Analogy with Scrum framework helps to explain these ideas to those practicing Scrum. I must say this comparison is so obvious that you get buy-in instantly.
But there are other people in the company. I found this article about product lines which basically is orientation towards value but has this smell of control and hierarchy. But even with control mindset and orientation towards value creation brings such benefits:
- Improved productivity by as much as 10x
- Increased quality by as much as 10x
- Decreased cost by as much as 60%
- Decreased labor needs by as much as 87%
- Decreased time to market (to field, to launch) by as much as 98%
- Ability to move into new markets in months, not years
Have no idea how precise are these numbers and how they were collected, but i think this can help to sell it to top management. What do you think?
p.s. posts that i mentioned above: