Brian Robertson, mastermind behind the Holacracy framework, talked at the Holacracy Meetup at Springest in Amsterdam. We’re used to him talking about the why behind Holacracy, pitfalls and practitioner stories. This time Brain talked about love. He started out with a quote from Mother Theresa:
“I don’t know anything about business. But I can tell you what I do know. You want to change people? Do you know them? Do you love them? And before that… can you love yourself?”.
These words triggered Brian to think about how to fall in love with the people he works with. And how to show up as himself, even with the issues he struggles with. He now knows he really loves the people he works with and is experimenting with practices that facilitate the conversation. The great thing about Holacracy is that it enables loving the people you work with by getting the rest of the shit out of the way.
Anita Klaver from Voiceworks talked about the alignment between personal success and the success of the company. Every phase in Holacracy adoption brings its own challenges. But especially when you know the process and the topic of change in behaviour and mindset comes to the agenda it also becomes important to keep the conversation on personal and business alignment going. At Voiceworks they currently work on a new rewarding system, work in roles and not in functions which helps a lot and most of all foster feedback. It’s a continuing conversation but the balance between personal and business success is important because it gives energy and clarity on goals.
Diederick Janse from Energized.org built on the topic of teamdevelopment. “In our own development at Energized, we began to notice subtle ways in which old behaviors and habits continued to pop up, despite Holacracy. We started to see how we would joke around and ‘laugh off’ tensions that scared us. How we would make assumptions and predictions about each other, leading us to hold back or avoid certain conversations. How we would get vague and have the same conversation over and over again, without really saying what was on our mind. Holacracy protects the organization from getting hijacked by these dynamics, but it doesn’t necessarily get rid of them altogether.
If you look at Holacracy’s structure and rules as being visible and ‘above the waterline’, we started looking at the invisible forces that are ‘below the waterline.’ Why do authority issues continue to show up even when we have explicit, distributed authority in roles? Why do some people feel comfortable surfacing a tension, making a decision, proposing a change, and others do not, or need a lot of help? What is getting in the way of more fully using the pathways and tools that Holacracy offers? In Systems-Centered Training (SCT), we found a map and a set of tools to navigate this ‘below the waterline’ landscape of teams and organizations. There are many powerful tools in SCT. This has provided us with tools like for example certain language to check mindreads that has been very helpful.”
The great thing about Holacracy is that it enables loving the people you work with by getting the rest of the shit out of the way.
– Brian Robertson
Turns out that old group dynamics don’t magically disappear when you sign the Constitution. That’s why we decided to take full responsibility and work on the team as well. We want tensions to be real fuel.- Diederick Janse
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