En el newsletter de August leo este interesantísimo artículo sobre las empresas que realmente dan el paso a una gerencia más colaborativa y menos piramidal: https://blog.fitzii.com/2016/02/25/confessions-of-a-company-without-managers-1-year-later/
Me parece interesante, especialmente estos párrafos:
"It’s important to note that this inclusiveness in decision making hasn’t meant that we’ve been slowed down by bureaucracy, or that each decision goes through a democratic process. Instead, important projects and decisions are driven along publicly within the team’s communication vehicles. This means that people who have opinions and want to help will pitch in, and others opt out. The right amount of energy and input flows to the decision, and its speed becomes a function of people’s priorities. There is an elegant efficiency to the decision making “advice process” that would make Darwin proud – it’s like the natural selection of ideas"
"We’ve also found that self-management has been like a turbo-boost for the continuous improvement of our people and our offerings. James has pointed out that “accountability to a team instead of an individual means everyone gets more regular feedback from a wider variety of sources. And more feedback has meant we grow and improve our skills faster, and provide better service to our clients.”
"Self-management is like a leadership development program on steroids. It replaces classroom leadership learning with continuous real-life development – you literally can’t get much done unless you can genuinely work to lead and influence. I’ve personally gotten more direct and indirect feedback about my leadership style in the last year than I had in the previous five years as a manager".
Y en lo malo, lo siguiente:
"I personally made the mistake of initially interpreting self-management to mean that I should take my foot off the gas in driving strategic change across the business, because this was now everyone’s responsibility.
After some time, I realized that this kind of work was simply a task that needed to be done. The only difference was that playing a role which involved organizational-wide change no longer meant I could force-feed new initiatives or tell others what to do. Push vs Pull LeadershipInstead, it has become a leadership responsibility to shepherd a process where the evolution of strategy arises through engaging interested clients, partners and colleagues, spurring creative discussion, and facilitating decisions".
Y me quedo con una recomendación:
"Going on this journey with a group of people who are so devoted to the mission makes all the difference. When there is conflict or disagreement on our team it’s always about interpreting and deciding which path is the truest and most fitting form of self-management for our team. It’s rarely, if ever, about doubting the path we’re on. It’s critical that the team is moving forward towards a common goal – having naysayers around would be detrimental."
Lo dicho, merece la pena leerlo.