External Communication and Leadership – Holacracy Practice Part 2

Ivo BättigMarch 2018

The interfaces to the outside world

Obviously, not everyone around you has a responsive organization. Ideas to the interfaces are needed for compatibility with the «outside world». The outside world refers to customers, partners or even non-responsive areas in the same company. It is important to consider what work needs to be done in order to depict this in dedicated roles. Some things have to be done practically 1:1 according to specifications from «outside». Other things can be solved «inside», but then depicted differently towards «outside».

Two examples:

  • The case of «non-responsive areas in the same company»: An assessment is required for all employees in a company. This is a requirement from the «outside». But nobody determines that this cannot result from mutual feedback.

  • The «customer» case: For example, if a project escalates, the customer wants to see the «boss». Often, however, he does not need the «boss», but someone who has the competence to decide on contract components and payments. It therefore needs an appropriate role and staffing.

No bosses, so no leaders?

No! It takes more leaders in self-organization than ever. However, the leadership topics are no longer located on managers or bosses. Without these activities, a responsive system would have no effect. No executives does not mean no leadership – it needs leaders, pushers, enablers, energizers, rainmakers. In a responsive form of organisation, this is all the more necessary.

More Posts About this Serie

Ivo BättigJanuary 2018

Much to learn and unlearn – from our holacracy practice at Unic – Part 1

Unic introduced Holacracy. And now? In his first blog entry on our Holacracy practice at Unic, Ivo Bättig examines, among other things, the questions: What things are new to learn? And more importantly, what things are there to unlearn?

Much to Learn and Unlearn – From Our Holacracy Practice Part 1

Ivo Bättig

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