3 issues to Entrepreneur Shift
The commonly accepted view of power is that it exists in limited quantity: “if I am a manager and I hand some power to my staff then I lose some” — and the belief is that bosses want to hold on to their power, so Holacracy will be of no interest to them.
Such restricted thinking is inherent in the way conventional organisations are governed. These beliefs are true, but only for the hierarchical management model. With Holacracy in place, managers quite quickly (2 to 3 months) come to appreciate that with Holacracy they are actually not losing power but gaining it: it’s true that they lose their power over people but they gain power over the organisation, and that is even greater than what they had as conventional managers. And so their way of thinking changes.
On the other hand, for the staff, the challenge is greater and the benefits less visible in the short term than they are in the long term. Staff very quickly realise that this new technology gives them the opportunity to assume more power; it even demands that they assume more than they had before. Because they can process their tensions, they now have the power (and even the requirement, according to article 1 of the Constitution) to change the organisation’s structure and governance. However, although they may understand it, it generally takes them longer to accept and assimilate it than it does the managers: that is what we call entrepreneurshift.
The belief that power is finite is waning. In fact, the more power is distributed, the more of it there is. You could say: “the more people have even more power, the more people have even more power” (positive feedback from chaos theory). Therefore, there is an overall increase in power — we might say in the power of the organisation — which means additional value produced by the organisation, on the top of clarity and adaptability, almost immediate benefits which Holacracy provides for organisations.
What stumbling blocks might an organisation face when implementing this increase in power?
1- A Distributed Authority System
It’s often easier to rely on someone else to make the decisions, especially when this has been the case for many years, and that means that people can abdicate all responsibility for results and avoid being rapped over the knuckles if things go wrong. With Holacracy, they become entrepreneurs in their role(s), a situation which is sometimes difficult for them to come to terms with and which can take some time, especially where there is an entrenched belief that there must be a boss, monitoring and validation in all areas.
In addition to having authority in their role, they now have real power to change an organisation and have an impact. They cannot now play the victim, a role which some people are perfectly happy to play until they adopt a new strategy, when they discover that the processes associated with Holacracy serve them better than the previous strategy.
However, as this situation is a difficult one, some people will say that nothing has changed: departments have just become circles and managers have become Lead Links.
2- A new system which is time-consuming and difficult to grasp
A second potential stumbling block is that staff have to acquire the sizeable amount of information required if they are to be in a position to use this new Holacracy system. It takes a long time to learn. At the outset, they have the impression that they are going backwards, that the meetings are burdensome and tedious and this just frustrates them. The challenge of governance is not necessarily obvious from their point of view and sometimes they see only the negative side: “It takes up too much time, we don’t have time to work anymore”.
Furthermore, these new habits and ways of working can put a certain amount of pressure on people who feel left behind and unable to cope in this new environment.
3- Loss of team spirit, collaboration, spontaneity, relationships
A stumbling block which often crops up is that Holacracy, by clarifying the roles associated with it, seems to create a barrier to collaboration, closeness, interactivity: “We are losing the human element, team spirit, solidarity, our values…”, “It’s too rigid!”, “I could never treat my staff like that…”. This stumbling block stems mainly from the fact that the two types of meeting involved in Holacracy provide a degree of precision and clarity about the roles involved which they are not used to and they believe that all their meetings are replaced by these, but that is not the case.
Because of this resistance, the obvious benefits are not clear to staff at the outset, even if, from the first meetings, they are all in agreement that there is an obvious, and tremendously beneficial, increase in clarity.
1- Start with Why
2- Coaching, especially by Lead Links
Therefore, he/she must be strong and refuse to listen to anyone who might criticise Holacracy. Nor should he/she take on people’s problems but instead help them on their request to see how they could deal with and process their tensions.
Staff like to share their thoughts with each other and so group sessions should be arranged to tackle certain topics and help them to understand the meaning of any aspect backed in Holacracy.
It is important to make it clear that it is a new way of working which, like any kind of change, is bound to take time, and investments in education to help make the change easier.
To begin with, the process will seem long and tedious and you will probably feel that you are going backwards but, later, the learning curve will rise and speed up, and even so when the benefits become tangible.
4- Share Success Stories
The aim is to help you to navigate in an organization using the Holacracy system so that you, in turn, can help your staff to become stakeholders in this new system.
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