Managing Work, Not People
Holacracy offers a way to truly empower workers
Eight-five percent of workers and fifty-one percent of managers report they are “disengaged” at work. It’s a startling statistic and one that indicates the way we work needs a radical transformation. Instead of turning to typical solutions such as external motivators or incentives, what if we questioned whether the management system of a company itself may be causing this lack of engagement?
Last week I had the opportunity to spend a few hours with the founders of Holacracy at a workshop where they shared about their innovative system of decentralized management. Co-founder Brian Robertson shared his vision for how we can liberate workers from the current system of management that focuses on managing people instead of managing work.
Like many modern systems that have outlived their usefulness, scientific management no longer serves us. Old management systems were created for compliance, not creativity. A more conscious, educated, and creative workforce cannot thrive in this old system.
Younger workers are pushing for more freedom, flexibility, and the opportunity to grow outside the bonds of a hierarchical management system that stifles opportunities.
Holacracy’s method is predicated on the principle that management systems should serve the purpose of the company. That means in some cases, a hierarchical management structure may be best. But more often than not, hierarchy and managing people don’t create the environment necessary to foster empowerment, innovation, and creativity. Most leaders feel their teams aren’t innovative enough, but it’s because of the system employees are working in, not necessarily the work or the employees themselves.
Malcom Gladwell describes this problem perfectly:
“If everyone has to think outside the box, maybe it is the box that needs fixing.”
During Brian’s presentation on the topic of self-management, he contended that humans don’t need managers, we need a coordinating structure. Instead of putting all the pressure on a human to manage others, put management on the system itself. It’s a huge shift in perspective on how we structure organizations and how we relate to each other.
Brian demonstrated the power of Holacracy’s decentralized autocracy model by relaying the story of how one of the newest members of his team—working in her first role out of college—was able to share a tension she had with how he—the founder of the company—did his job, and resolve it with colleagues during a team meeting.
Because there is no hierarchy or bureaucracy at Holacracy, she was able to express an issue she had that wasn’t being adequately addressed. As a result, Brian rewrote his job responsibilities in order to ensure she had the information necessary to do her job.
How often does the newest member of a company have the chance to adjust their boss’s responsibilities? A system like Holacracy creates the environment where team members are truly empowered to embrace their role and get as creative and innovative as possible.
And Holacracy isn’t the only system that helps organizations implement decentralized management models. There are an increasing number of decentralized management programs and systems for leaders to look at as a solution for their company.
“It is our bureaucracy-encrusted organizations that are slow witted, not the people inside them.”
― Gary Hamel, Humanocracy
I had the opportunity to talk to fellow Holacracy founder Tom Thomison during the event and ask him what is the biggest hindrance to a decentralized management system working for any given organization. He shared that it all comes down to the leader. If they are willing to relinquish their power and control, their company can embrace the new system and thrive.
Tom believes that coaching, such as conscious leadership coaching, is key to helping leaders shift their mentality and successfully implement a structure like Holacracy.
Management guru Gary Hamel did a survey for Harvard Business Review and 63 percent of respondents said the reluctance of leaders to surrender power is a significant barrier to reducing bureaucracy. Hamel elaborated on this point in his book, Humanocracy: Creating Organizations as Amazing as the People Inside Them:
“…dismantling bureaucracy means dismantling traditional power structures. As you may have noticed, people with power are typically reluctant to give it up, and often have the means to defend their prerogatives. This is a serious impediment, since there’s no way to build a human-centric organization without flattening the pyramid.”
― Gary Hamel, Humanocracy
As conscious leaders, it is our privilege and responsibility to examine our motivations, release the need for power and control, and embrace new systems that truly transform the way we work. We can work happy, live happy, BE happy by creating organizations that manage work, not people.
Work happy. Live happy. BE happy.
Meredith
The way we work and build teams is rapidly changing. Leaders often feel unprepared to navigate the transition. As a conscious leadership coach, consultant and communicator, Meredith helps leaders and their teams create new ways of working and relating so they can prepare for the future by consciously co-creating it.
Contact her to develop your conscious leadership and transform your organization into the workplace of the future.
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