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Jurgen Appelo calls himself a creative networker. But sometimes he's a writer, speaker, trainer, entrepreneur, illustrator, manager, blogger, reader, dreamer, leader, freethinker, or… Dutch guy. Since 2008 Jurgen writes a popular blog at, covering the creative economy, agile management, and personal development. He is the author of the book Management 3.0, which describes the role of the manager in agile organizations. And he wrote the little book How to Change the World, which describes a supermodel for change management. Jurgen is CEO of the business network Happy Melly, and co-founder of the Agile Lean Europe network and the Stoos Network. He is also a speaker who is regularly invited to talk at business seminars and conferences around the world. After studying Software Engineering at the Delft University of Technology, and earning his Master’s degree in 1994, Jurgen Appelo has busied himself starting up and leading a variety of Dutch businesses, always in the position of team leader, manager, or executive. Jurgen has experience in leading a horde of 100 software developers, development managers, project managers, business consultants, service managers, and kangaroos, some of which he hired accidentally. Nowadays he works full-time managing the Happy Melly ecosystem, developing innovative courseware, books, and other types of original content. But sometimes Jurgen puts it all aside to spend time on his ever-growing collection of science fiction and fantasy literature, which he stacks in a self-designed book case. It is 4 meters high. Jurgen lives in Rotterdam (The Netherlands) -- and in Brussels (Belgium) -- with his partner Raoul. He has two kids, and an imaginary hamster called George. Jurgen has posted 145 posts at DZone. You can read more from them at their website. View Full User Profile

Move Your Feet

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Shoe colorThe advice to walk around in the organization is often presented under the Japanese name Gemba, which says that one ought to be there where people are working, in order to understand how well they can do their jobs and what they need from you. But you also do it to help solve any problems people might have, using facts and not assumptions.

Other names you may find in literature are Genchi Genbutsu, Go and See, Face-time, and Management By Walking Around. And, in the case of distributed teams, this could easily become Management By Flying Around (MBFA). The practice has more names than His Majesty King Willem-Alexander Claus George Ferdinand, King of the Netherlands, Prince of Orange-Nassau, etc. etc. Therefore you can assume it is pretty important.

Make face-to-face employee contact part of everyday life in your office. The Australian term for it is ‘going walkabout’; many business management consultants call it ‘management by walking around’. Whatever you call it, it works, and if you and your senior staff aren’t doing it, you are missing out on one of the most inexpensive and effective management tools around.

- Richard Branson, Like a Virgin

Some experts suggest that, when moving around the people that are important to you, you should not follow a strict schedule, but you should try and do this randomly. You listen to them, talk to them, consult them, and advise them. At random moments you may decide to attend a team’s planning meeting, stand-up meeting, or demo meeting, or you may catch them near the water cooler. It is important that you do not give the impression you are checking on them, because your aim is better communication and understanding, not better instruction. It’s about managing, not programming. And face-time doesn’t have to focus on just work. Social time (during lunch breaks, near the coffee machine, and after work hours) counts as well.

Published at DZone with permission of its author, Jurgen Appelo. (source)

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