Trading Control for Participation
The rules are simple: Teams can add or remove members using consent. Members can join or leave teams with reasonable notice. And members can manage their bandwidth (i.e., hold many roles). Open positions are shared, and members can “apply” by meeting with other team members, discussing the work, and sharing what they offer. No formal process here, a search for a two-way fit. They ask themselves, “If I’m not a VP, what am I?” and “If I distribute my power, what do I have left?” The breakthrough happens when they realize that they can trade control for participation. Rather than living in one place in the org chart, they can live in many, a mix of roles where their influence is direct rather than indirect. Positional power is traded for reputation. By getting closer to work, they can find joy in it again. Recognize that people are capable of self-organizing if the conditions are correct. Create simple rules or agreements about how teams are formed and changed, then let people go where their skills and energy take them.
Organize for adaptivity. Allow teams to reorganize rather than in grand gestures every few years. Ensure that your structure is driven by the periphery — the teams that touch the market — rather than the teams at the center. This will leave space for the emergence and harness the full potential of your membership. What is our current strategy? How does our purpose inform our approach? What critical factors will mean the difference between success and failure? What are the trade-offs we’re willing to make? How do we develop, refine, and refresh our strategy? How do we communicate our system? How do we use methods to filter and steer day-to-day? How does our approach inform our planning process? Recognize that sound strategy depends on our ability to perceive what’s happening.
Recognize that people are not resources. They are people — capable of directing their time and attention to where they can add value. They’re also capable of delivering performance without fixed targets or individual incentives. Let relative targets and a share of the wealth created by the business guide behavior. Accept that you cannot predict the future. Cut long-term commitments where appropriate to maximize discretionary funds. Ignore annual rhythms and divide resources based on real-time information.
[¹]: Brave New Work: Are You Ready to Reinvent Your Organization?
