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To get speed, make everybody a leader
The information revolution has made the world very connected.
In this world, change is fast, complexity is high, events and ideas are unpredictable, and situations are temporary - there is no equilibrium.
To prosper in this fast-changing turbulent, unpredictable world,
companies need to adapt with speed.
To get speed, make everybody a leader
Companies have been experimenting with the next level organizational model (for decades)
Principles of next level organization model
Everybody is a Leader
Everything is a project
Wholeness
Self-management
Distributed leadership
Role <> Soul
Personal energy & passion
Transparency, openness
Personal contracting
Purpose, contribution to the world
Cross communication
Most people find this next level organizational model
Inspiring and mysteriouswhich holds people back…
Contribution of Level 8:
‘do-able’ building blocks
Level 8 Building blocks
Connecting Communication
No-objection decision-making
Personal Growth
Three-step meetings
Distributed Leadership
Links between teams
.. …
No Objection Decision-making
Draft a decision Check for objections
Adapt proposal
Do it
A valid objection? i.e. does the decision make the organizationworse off?
Seek advice from affected people & from people with relevant expertise!
Three-step Meeting
Step 1: Sharing updates(5-15 mins)
Step 2: Discussing issues (5-40 mins)
Step 3: Listing actions (5 mins)
No discussion! End with id of issues
Translate each issue to
a next action!
Advantages1. Ensures engagement from everyone: updates and issues from both extraverted and introverted people, from
senior and junior people. Energizing for all.2. Focus: one person and one issue at a time. This makes it easier to follow for everyone, e.g. people dialling in,
people not fully mastering the language, people new to the team3. Action-oriented: moves discussion to next actions quickly4. Saves time: no making of agenda upfront, productive meetings, faster action list after the meeting5. Socially wise: people note their own actions, and these become transparent to all6. Maximum leverage: senior people do not lead/facilitate the meeting but focus on the content
Three-step Meeting - details
Step 1: Sharing updates(5-15 mins)
Step 2: Discussing issues (5-40 mins)
•One by one, each person updates the team on own progress achieved, plans for the week and labels issues for discussion• Issues are just labeled in 2-3 words
(not described) and noted on a flipchart by a designated facilitator. •There is no discussion in this part of
the meeting.
For each issue on the flipchart:•The person who raised that issue
gives a short explanation•The team discusses, collects the
‘wisdom’ of the team•Somebody proposes a next action
and checks for objections.•The person who will take the
action takes notesIndividual preparation: review the past week’s calendar, next action list, your projects to define updates and identify issues.
An issue= anything that requires discussion. E.g. a concern/worry, a brainstorm topic, a question, a request, a decision proposal etc.
Step 3: Listing actions (5 mins)
•Everybody enters the next actions to which he agreed on a shared online document•Either using laptop/ipad at the
meeting table, with no discussion•Or at own desk, but before any
other activities (this is an integral part of the meeting)
15-60Mins
Technology: any solution that allows simultaneous editing and automatic saving, e.g. a free Google Doc
Links between teams- example
Sales
Logistics
ManufacturingMarketing
Manage-ment team
Links between teams
Sales
Logistics
Manufacturing
Marketing
Manage-ment team
Example
Distributed Leadership
• Scheduling team meetings• Facilitating weekly meeting • Checking use of next actions list after weekly meeting• Keeping this role list up to date• Coordinating workload per team member• Ensuring gratefulness and issues outside own roles• Setting up personal dev't plan/evaluation process • Organise strategic team time out every 6 months
Team management roles
Day to day roles
Link roles
Strategy & new business roles
• Coordinating recruitment process for this team• Onboarding/coaching new colleagues• Planning vacations/absences• Reporting and numbers• Ensuring great team working area• Keeping team storage spaces effective• Watching team happiness / team spirit• ……
• Link with company overall management team• Link with sales team• Link with logistics team• Link with company strategy project team
• For a sales team: roles indicating who does which customers, which products/services, etc
• For a marketing team: roles indicating who does which markets, which marketing instruments etc
• For a logistics team: roles for who does which part of the supply chain, which logistic partners, etc
• For a business division: roles for who does marketing, who sales, who finances etc.
• Defining implications of global megatrends • Defining implications of developments in our market• Learning from competition and new entrants• Adapting strategy for customer segment A• Adapting strategy & business model for service/
product line/proposition X
• Identifying new business opportunities• Developing new business opportunity Q• Ensuring solid new biz opp screening process &
portfolio management• Summarizing overall strategy & new business story
Example roles
• Link with new ERP system project team• Link with external team X
1. Together define role list for your team2. Together assign each role based on talent
Distributed Leadership – how to use the role list
As prep for weekly meeting: • Review own roles and define updates & issues• Look at others’ roles and define updates (what you are
grateful for) and issues (questions you have)
Focus for person with the role ‘maintaining the role list’: • Be alert to needed clarifications, additions and changes to
the role list. If so, raise an issue in the weekly meeting • Once a month raise an issue in the meeting to probe for
additions/changes that other people see• Make the role list physically visible in the team working space
Connecting Communication
2. Express feelings it
triggers
3. Articulate need/interest underlying the
feeling
4. Formulate a specific request
1. Make observation
about situation
Known under various labels, including• ‘Non-Violent Communication’• Verbindende Communicatie in Dutch
Read one of the many books on this topic and/or follow a training
Personal growth
Connecting Communication
No-objection decision-making
Personal Growth
Three-step meetings
Distributed Leadership
Links between teams
• Use personality type frameworks (e.g. Lifo, Insights Discovery, etc)
• Adapt semi-annual team process for feedback, self-evaluation and personal development actions with self-chosen sparring partners
Personal growth is the basis for company growth
