Beetroot’s founders on purpose, self-management, and shocking people with trust
... point there around I think, somewhere when we were scaling - we were growing very quickly from let's say, 30 to 100 people. And somewhere along that growth you started to see different challenges. And we had created our model of self-management - we didn't call it, we call it 'reversed hierarchy', and we...more
...ts, like as we coincidentally did when we started to grow this culture, (it wasn't coincidental, but it came natural) and then that's reflecting the growth environment for self-management. Then we talk about trust, feedback culture and these things and transparency and then gradually start talk about it,...more
...like, no, we're not doing any big thing because we are related to some religion or teal. We are doing things because we want a certain environment of growth, like personal growth in the team, and we want to achieve certain bigger goals and this is our way of doing it. Gustav Henman: And how to describe it...more
Pasteur Byabeza on transitioning to self-management at Davis College
... That means being open and honest with others and ourselves. That's really important, and has really helped us a great deal. Another one is embracing growth mindset. We believe we are a community of lifelong learners - that's how we accept changes, we learn new things, new ways of doing things. See, that'...more
...ccept changes, we learn new things, new ways of doing things. See, that's evolution, we change. Human beings - we change, we evolve. You know, that's growth mindset. We believe we can learn new ways of doing things and that comes from a culture of embracing growth mindset. Another one is drawing the owl. ...more
... - we change, we evolve. You know, that's growth mindset. We believe we can learn new ways of doing things and that comes from a culture of embracing growth mindset. Another one is drawing the owl. That's our terminology, but it means getting things done and learning as you go. So those three together hav...more
Frederic Laloux with an invitation to reclaim integrity and aliveness
... It’s hard. Like that’s another thing that I hear constantly and have experienced myself – it’s tough! You know, what you call in one of your videos “growth pain”. And for us to create spaces where that’s okay.
F Laloux: Yeah and I realise I’m in this easy position because of the success of the book. The...more
...“Wow, this is gonna be hard. This is unprecedented, you know, we’re going against 5,000 years of human conditioning in terms of self-management, real growth pains…”
And another way to hold it is, “This is going to be the adventure of a lifetime. And this is going to be fun and deep down, we all want this...more
...you don’t have all the answers…”
So I also notice that, somehow, it gives people permission when I say that, and I often talk about your video about growth pain, for example, where you say it’s natural to experience some kind of loss, in a way, like to let go of, for example, especially if you’re a manag...more
Aaron Dignan on being complexity conscious and people positive
...rst one is that one of the byproducts of working in a fairly, you know, hierarchical, top-down bureaucratic way, in a market that prizes never ending growth, is that you're very busy and you don't even have time to think. And so most people are going from meeting to meeting from email to email from projec...more
...uence the way you share information? How does that influence the way you structure teams? How does that influence the way you think about mastery and growth? So the goal of the OS Canvas was basically to identify these spaces and now - at least for the edition that we created for the book - we have 12 sp...more
...container - then personal change is bound to happen. And the invitation for it is bound to happen. And the pressures that creates are bound to create growth. I often joke on stage by saying it's not the fish, it's the aquarium. And I think that this chameleon nature that we talked about earlier is part o...more
Ruth, Taryn and Philippa from Mayden, a health tech company that’s Made Without Managers
...ard and pay, or can feel disempowering if someone's trying to correct your fix you. So it sounds like in Mayden it's much more driven from a personal growth angle, or, wanting to be more effective as a team, or wanting to learn more as a team, which sounds like a much healthier starting point, I think. I...more
...port you through this? And we really do support each other in that time and time again, Taryn Burden: Answering your question about areas of personal growth and learning kind of ties into what Philippa was saying, because we were massively involved in the staff day, actually, all three of us were. But it ...more
Nand Kishore Chaudhary from Jaipur Rugs on love, collective consciousness and self-management
...s about what that is? NK Chaudhary: When all my five children joined the business, the business started growing like a wildfire. To support the rapid growth of the business I had to hire experienced professionals but all that put me upside down. I learned that knowledge is power. But too much knowledge an...more
...haudhary uou are a very good person, but a very, very bad businessman. You talk always about love, empathy and that doesn't work in business. But the growth I see in my business in the last 12 years is a surprise to the whole world. And I think it is a global phenomenon when our customers, and people go t...more
Edwin Jansen on how people adopt self-management at Fitzii
...interpersonal work and the personal transformations: that's where the challenge is but that's also where the fun is: that's where the development and growth and meaningful work is. So, yeah, it's nothing to be afraid of because we like to say when you have an issue, you shine a light on it. And sunlight i...more
...back, and just the feeling of connection and care of all of these very diverse people was just amazing. Then the leadership development, the personal growth that I have seen people go through is nothing short of amazing. And then the boring business stuff: the business strategy, the results that we've bee...more
Gary Hamel on busting bureaucracy for good
...organisations that have too many layers, too many rules, too many processes. And lots of data bears out the fact that that is depressing productivity growth. It leaves a lot of people at work physically, but without much of their emotional selves. They're not their imagination, their passion, their creati...more
...ny do. And our hope is that over time, stakeholders of all sorts, recognising that bureaucratic model is toxic to organisational vitality, innovation growth, are going to start to hold leaders accountable and say, 'how are you doing? Is this going up or going down?'...more
Bernadette Wesley on bridging inner and outer transformation
...e book and you can walk yourself through the table if you want to do that. But it's nice if you have that language because you come up with what your growth edges are, and what they call assumptions are. And for me, what the assumptions are really are those limiting beliefs like, 'if I do this, then somet...more
Anna Elgh on self-managing teams and shifting conflicts at Svenska Retursystem
...ed the recommendations. And it has worked fantastically. Everyone has really taken responsibility and delivered in a period where we have doubled the growth that we had anticipated this year, which means that we have been in a very very tough situation just to make our deliveries. The entire organisation ...more
Lisa Gill and Mark Eddleston celebrate 50 episodes of Leadermorphosis
...ind of get it intellectually, but then there's this whole, what he calls, 'messy middle', where you really experience: Oh this is tough. There's some growth pain here because I have to let go of things that I'm very familiar with: habits, ways of being, I'm going to get lots more feedback from my colleagu...more
