In my last post on Holacracy I described the reasons why we, as founders, decided to focus on a completely different management concept. Today I will show you the first steps how you can easily introduce Holacracy in your organization. For the Holacracy promoters there is our starter kit.
To start with, I'll briefly recap what Holacracy is and what advantages this kind of management can bring to your organization.
Holacracy is a management system that transparently distributes responsibility within an organization and gives everyone the opportunity to make their own decisions in their area. It gets rid of direct top-down authority.
Holacracy - What does it promise?
In the previous article, I went into detail about the benefits. In summary, Holacracy offers:
- higher satisfaction within the organization
- more freedom for the individual employee
- more freedom for the boss
- better scalability of the organization
- more agility in the organization
- increased productivity.
Put simply, Holacracy consists of two central elements. The elements are roles and the monthly meetings where these roles are adapted.
Do your job! - Roles as Job Description
I'm sure nearly everyone has seen at least one job description in their lives. Many people probably see their own for the first and last time in their job advertisement. The job description comes to life in Holacracy. As a role, it becomes part of the daily work and an anchor point for the allocation of tasks and responsibility. Each person usually has several roles. The roles consist of the following elements:
Purpose: Each role serves a very specific purpose.
Responsibilities: These are the duties of each role. At the same time, they reflect the expectations of other team members. Of course, also those of a "former" boss. Responsibilities may well include 15-20 points.
Area of responsibility: These are the rights of each role. Here the role is in charge and others have to ask for their permission for actions in the role's area of responsibility.
The roles, in turn, can be combined into departments. In Holacracy, these departments are called "Circles" and the largest circle is the company itself. Of course, the company also pursues an overriding guiding principle, which needs to be upheld as well. The guiding principle at RAIDBOXES is to give creative people more freedom.
Adjust. - Monthly Governance Meetings
As the role descriptions are nothing more than a company constitution, the meetings for adapting the roles are called "Governance Meetings". The meetings serve to deal with minor and major conflicts (tensions) and to incorporate them into the role descriptions.
But don't worry about the extra meeting! At our company these meetings currently last between 30 and 45 minutes. The meetings are tightly moderated. In any case, the moderator should make sure that the set procedure is followed. This is illustrated in our starter kit on slide 12 in the kick-off presentation.
Each role can be adapted, provided these changes don't harm the company.
Actually, that says almost everything. Of course, entire books could be written about Holacracy . Fortunately, others have already done so, such as Brian J. Robertson, the founder of the Holacracy movement. Personally, I find Robertson's book "Holacracy " is unfortunately a bit dry and doesn't do the system justice. Nevertheless, it is a must-read for the person implementing the system in the company.
Anyway, getting started and trying out Holacracy is much more exciting than reading every minute detail about the system!
Test & start instead of plan & wait
This change management recommendation has proven remarkably successful in our organization. The procedure is as follows: decide on a test phase instead of a final implementation. It's important not to stick strictly to every detail when starting out. The overall concept should be adapted to each organization. The two points above, "role descriptions" and "governance meeting", are absolutely essential, however, and can't be excluded.
The advantage of this approach is that instead of just talking about doing it, you actually get started. At the same time, tests often end up becoming permanent fixtures as soon as the first successes are achieved. It's far easier to adapt a functioning system than to completely introduce a new one.
There should be one person who has worked with job descriptions before. This person is also the moderator at the meetings and the contact person for questions. This person should have some "power" or influence in the organisation. When in doubt, he or she must defend the concept to existing managers or have the authority to stand in front of other employees. It is also imperative that this person read and review Robertson's "Holocracy". Facilitation experience is an advantage.
It's essential that the decision to try Holacracy is made by the top management team. The Holacracy mentor must prepare a briefing and explain the consequences. The most important consequence is that authority is given up and replaced by other leadership elements in some areas.
In the kick-off workshop, the concept is explained and introduced to the other team members. In a second part, each team member should start writing down their roles. For the Kick-Off Workshop 3 to 4 hours should be reserved. Feel free to download our starter kit here. As part of the Holacracy -Starter-Kit you will receive our Kick-Off slides as Powerpoint.
By the time of your first governance meeting, the roles should be laid down and further clarified. Governance meetings should initially be held every two weeks. Circles (see above) should work out their roles for themselves. This part is actually the most time-consuming. Over a period of two months, probably 20 hours per person must be factored in. During this time, roles are dropped, added and changed until a final version emerges.
To make it as easy as possible for you to get started, we have included an excerpt of our real role document in our Holacracy starter kit. So you have a first basic framework and a clearer idea how something like this should look like.
There is a Holacracy tool called GlassFrog. Unfortunately, we didn't like the interface of the tool that much.... Since we use Google Docs company-wide, we simply created a "Holacracy roles" document instead. Our 50 or so different roles are listed there. Google Docs also has the advantage that each team member can enter role changes in Suggest mode, which are then discussed and approved in the monthly governance meeting.
You can download an excerpt from the document here.
Strictly speaking, Holacracy should now be fully implemented - were it not for habit and human nature. Habit leads to old bosses actually wanting to continue being bosses and giving instructions or blocking decisions. Conversely, the new bosses (the individual employees) have to understand that being boss doesn't just mean free decision making, but also entails responsibility and, above all, being a role model for others. It's important the Holacracy mentor recognizes any undesirable developments in this area and discusses and solves the issues with each individual and in the group.
To properly understand the effect of Holacracy , it helps to use the team-phase model of Tuckman model. Here, each team goes through Forming, Storming, Norming and Performing phases. The last phase of Holacracy is the Performing phase.
Like in football, when the underdogs Leicester City beat the likes of Arsenal and Chelsea to become the English football champions. The team worked perfectly together, everyone knew what to do, and, in the end, history is written.