On self-leading organisations I spoke to Thomas Euler
, successful management consultant, who works, thinks, writes and speaks on digital business, technology and decentralised systems. Thomas states it's the responsibility of the leader/CEO for any self-organising model to work. Moving to a model such as 'Teal' the CEO has to be onboard
. He understands that it is important to create safe spaces (psychological safety) and the right environment for colleagues to be their whole selves at work.
Workshops are great for teaching new organisation theory and approaches but sometimes employees with IT/development backgrounds may find it trivial at first. The key to this, after getting the CEO on board, is simply communication
and how to package these ideas so that get well received. Some leaders may be cynical of employees leaving for workshops
, Thomas says the workshops need to be integrated into the actual work
within the organisation day-to-day
As the self-organising companies grow this movement will get bigger and better understood through data. Many employees in the business organisations have very analytical backgrounds, which is not enough to get the job done, so these types of workshops around emotional intelligence and other social skills are very important
We discussed leadership not being differentiated enough, in a self-organising we can take management and then break down their leadership skills into smaller roles such as - intellect, rationale, emotional
. There is real need for more nuanced roles
There are some self-organising models such as Holacracy, that are now packaged and sold to companies, these are a methodology, but the still have hierarchy within them.
Creative agencies are an optimal field to try different approaches to organisational structures, but the big advertising/design agencies have adopted the standards and organisational methods from the client side. It starts with pricing by seniority or job title. Which all seems really wrong
- creative agencies should try different structures
, they can be more progressive and bold, and this can be attractive to the clients
. What is often overlooked in these new organisations is how you sell it, they need to talk about outcomes, not process
In self-leading organisations the development of these human skills such as EQ and empathy, trust , collaboration, reflection, storytelling, listening, coaching, facilitating
and not fearing of failure
are all of key importance for organisations.