: Karin Tenelius, Lisa Gill
: Moose Heads on the Table
: TUFFleadershiptraining
: 9789198628418
: 1
: CHF 9.70
:
: Management
: English
: 164
: DRM
: PC/MAC/eReader/Tablet
: ePUB
What does leadership look like in a company with no bosses? How do you develop a culture that allows self-managing organisations to thrive? What mindset and relational shifts are required? In this book, the authors share stories and insights from nearly twenty years of coaching teams and organisations to become self-managing. Rather than looking at complicated self-management frameworks and models, these pages reveal a perspective of organisational transformation based on the simple but powerful premise of facilitating different kinds of dialogues.

Karin Tenelius is a management consultant and co-founder of Tuff Leadership Training which provides skill training for managers to succeed if they want to lead in a more involving way. She also works with employee-driven businesses.

Introduction

By Lisa Gill

When my colleague and co-author, Karin Tenelius, first began talking at conferences back in the nineties about her experiences of transforming companies into ‘bottom-up’ organisations without managers, she was met with total scepticism, amusement and even outrage. So much so that she eventually gave up and vowed not to speak publicly about this topic until Sweden, and the world, was ready. At the time of writing this book, things have certainly shifted. We still have a long way to go, of course, but more and more people are practicing in, and researching and writing about, self-managing organisations. More evidence is emerging about the benefits of working in decentralised ways: agility, responsiveness, rehumanising workplaces, collective intelligence, enhanced responsibility, exceptional service – the list goes on. The case no longer needs to be made for reinventing our management models.

For Karin and me, the motivation for contributing to the field of self-managing organisations is twofold. Firstly, we want to help create more human workplaces. Organisations where people can draw on their full intelligence, creativity, and responsibility to do great work together and grow as individuals. Secondly, research and theory is one thing, but practice is something else entirely. The stories in this book are born out of experimentation, trial and error, and lots of practice. We want to embolden others to do the same.

How this book began


Karin and I met in January 2016 in Cascais, Portugal. We, along with nine other strangers, had been called there by a passionate Spanish woman called Dunia Reverter to explore the idea of setting up a company that would buy and transform other companies. A common thread for many of us was an enthusiasm for the bookReinventing Organisations by Frederic Laloux, which had been published two years earlier. Dunia had explained to me on Skype: ‘If we wait for the CEOs and founders to become ‘enlightened’, it’s gonna take forever! We need to buy and transform companies! That’s how we accelerate this paradigm shift! So, I’m inviting a bunch of people to my house in Cascais to explore this. Are you in?’ Of course I said yes.

Karin and Dunia had been connected by Jos de Blok, the founder of a large self-managing nursing organisation in the Netherlands called Buurtzorg, after Dunia had shared her plan with him at a conference he was speaking at. ‘You want to buy and tra