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(FAKE) DILEMMA FOR BAD BOSSES: CHANGE OR DISAPPEAR! (PART 3)

The transparency of information is a key principle

 

Digital principles which are a meritocracy, transparency and open-minded must progressively take part in the organization. A lot of digital startups relay these values and even transform them into a mechanism of intern gestion. For example, VALVE is a 300 employee American company which develops softwares. In this firm, there is no chief, when a new employee comes in, they are given a manual to explain the singularity, the particularity of the company and they are told “here, you won’t have a job with high responsibilities, you will have to find a project, the team with whom you will spend this journey…Many don’t make it to the end of that very journey, but those who do are real entrepreneurs in the company, real intrapreneurs”. Buffer is also an American company, where salaries and public reports are published on their blog. Automatic, Worldpress company has 250 workers spread in 37 countries in the world. Nevertheless, they organize video conferences each Friday to allow their employees to meet, discuss and confront their ideas which generates innovation.

 

 

The importance of autonomy

 

In 2017, when two partners were on the verge of a financial ruin, as mentioned in the first part of the article, we made the decision not to lower our head in front of a customer, it was the beginning of an internal process of deep digital transformation. It was a digital company when seen from the outside but not innovative when seen from the inside. Thus, we decided it was necessary to apply these new principles, the autonomy of the employees had become our priority. Sometimes, I talk with the directors, the CEO of the company, about autonomy, liberty, and it is always the same thing, “yes, yes” they all agree but in the end they hold your hand and guide you to what you have to do, and people take advantage of it. This behaviour couldn’t work in this company, the knowledge also being distributed in the different areas of the company. The direction had to delegate, it had to grant its confidence to people it hired.

 

 

The meritocracy, at the heart of preoccupations

 

Obviously, “a high power involves high responsibilities” as Spiderman’s father told him. In this company, meritocracy is radical.

Every worker evaluate each other, pressure comes from colleagues, not from the top to the bottom. The employees are encouraged to create links which will enable them to be supported by their colleagues to make them feel the importance of their role, whatever their job may be. When somebody is not up to the task, they are invited to leave. Currently they have 100 employees. In 6 years, they hired around 300 people. In the 200 who are not here, only 25 left on their own free will. But the ultimate aim is to transform these digital principles into concrete mechanisms. We have implemented home office, which give employees the freedom to work at their own pace. Everything is based on trust. They don’t have predefined schedules, and they don’t have a limited number of vacation days. This freedom allows employees to be more involved and share their ideas.

 

The sharing of ideas is vital

 

Conversation and the sharing of ideas are essential in modern business. Everyone has their voice and their ideas which should be heard. We schedule a meeting, each Friday at 9am, a breakfast where an external guest comes in to share his experience and ideas. Now, it is considered inappropriate to schedule other meetings from 9:30 to 10:30 on Fridays, neither for customers, nor with salesperson. A lot of people love these meetings. They often say, “Wow, what a great idea” when in reality it is a very simple idea. The newcomers are often impressed by these conversations which are so open and honest and where everybody can give their opinion and say to the boss what is on their mind. There are no restrictions, no fear.

 

 

Keep this kind of leadership when the company is growing

 

Growing and expanding is a very difficult thing to accomplish. It will be difficult to maintain this type of community, to maintain this type of leadership when they grow. However, there is no other option; with the digitalization imposed on companies, tcompanies that do not put humans at the center of their focus, it will not give them autonomy, confidence, and they will not obtain the necessary motivation to follow this frenetic rhythm of innovation. We are saying that one of the first causes of resignation is the bad bosses. Obviously, bad bosses are a huge cause of misfortune at work. So having a boss who has time to focus on the climate of the company, due to their time saved from using certain digitized tools can lead to a more successful company overall.

 

Last element which seems important to precise. We are talking a lot about company liquidation due to poor payment practices of customers or even temporary causes. But wouldn’t the  truth be that one in two companies which shut their doors is the direct result of a bad boss management ?

 

If you didn’t read the first part, click here !

 

If you didn’t read the second part, click here !

 

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(FAKE) DILEMMA FOR BAD BOSSES: CHANGE OR DISAPPEAR! (PART 2)

The young talents, a central issue

 

Let me show you that innovation gets rid of the bad bosses ! As you already know, we are facing a fierce battle for the young talents. Where do the new generations want to work ? In general, they want to work in the major banks, in the cosmetics major groups… But the digital start-ups are accelerating the destruction of the major firms, as specified in the first part of the article, by the roots, recruiting the best talents.

Currently, the major Europeans companies do their utmost to try to reinvent themselves. They started to get rid of the tie wearing, remove the leaders’ privileges. They also deleted several positions. You certainly know this ranking which pompously publishes the presentations of the companies and chooses “the 10 most coveted companies where everybody wants to work in”. It could look like this ranking, don’t you think?

 

The entrepreneurship, more than a passing fad

 

A London interim agency stated that 50% of the under-30 year olds want to leave the company where they are working. This agency offers jobs which bring a feeling of gratitude for those who apply. It also helps the young talents start their own business. We often talk about entrepreneurship, which seems to be a trend, a solution to the crisis. But the willingness to undertake a project is a significant aspect that the digitalization accelerates too.

A study from Telefonica about the Y generation states that 1 young person out of 10 in Spain, in Europe, or in the USA, could turn to entrepreneurship in the 10 next years. However, in several countries such as Colombia, only 1 young person out of 4 will undertake in these 10 next years. This shows the changes in vision that there may have been in the most developed economies.

 

Give a meaning to your job

 

This transformation in the ambition of our young talents shows us that they want to give meaning to their job. The new technologies give us new possibilities to start a project. Indeed, they facilitate the access to the labour market which is drastically evolving. For your information, 53 millions of Americans are auto-entrepreneurs (freelancers), 34% of the American workforce is self-employed. According to the previsions, by 2020, it will be true for half of the American workers. The world is moving and the digital start-ups, the entrepreneurship, the freelancers are making things happen. The companies that want to survive have to eliminate the authoritarian management. They need to reduce the intermediates and adopt the principles of self-management and/or collaboration.

 

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What is self-management ?

 

Let me give you an example that I really like: a Brazilian textile company, which a family’s friend inherited from his father in 1995.

After really tough acquisition phase of the company, he decided that it needed to stop. He had to transform the corporate culture. He started by removing the privileges from the senior managers: cars, parking spots, personal secretaries, exorbitant salaries. Then, he decided to grant a decision process to the workers and to the employee representative committee by creating committees. Besides, the employees could decorate their workspaces as they wished, choose the color of the walls etc. He then initiated the schedule flexibility, and finished by implementing the principle of “test and learn”. This allowed him not to loose the focus on the customer.

Twenty years later, the company is now one of the most fruitful industrial companies of the Brazilian market, while managing to survive different financial crises.

 

 

The end of the hierarchical organizations

 

This is a company where the level of self-management is very high and where the employees decide themselves the amount of their incomes. The redundancies are decided collectively. There is no hierarchy, only autonomous and independent groups, where a person is a coordinator, without it being a definitive position. Every year, there is a democratic vote to elect the coordinator. If the person appears to be not so great at his work, then the workers will have to vote for a new one.

This company is not the only one using the self-management. The autonomy at work is today accepted in a lot of surveys as a strong asset for the companies.

The researchers of the Cornell University did a study on 320 SMEs, where half of the companies were giving a lot of autonomy to their employees while the other half were more bossy. Those which left the most of autonomy to their employees developed 4 times faster and have ⅔ of turnover less than the others. But the self-management alone is not enough. We also talk about principles and digital values. It is a sweet utopia and today it can’t always be set up because of the lack of collaborators’ engagement.

 

 

The bad bosses won’t resist the transformation

 

Indeed, during the transformation of a company, the role of the different bosses (CEO, executive officers, intermediate management) will take a significant importance. Unfortunately here, the bad bosses will get lost, showing a lack of empathy, of emotional intelligence, or adaptability. The fear of change is a fact and in general, the companies don’t think enough about this point before boarding into major projects of recast.

The CEO must gather these different directors and managers, explain the strategic goal and the way this new culture will be implemented. The objective is clear: all the collaborators move in the same direction to face the new market challenges. This “education” phase is unfortunately not taken enough into consideration by the management. This can jeopardize the firm. We come back to a mantra that is dear to my heart… The bad bosses dictats, the good bosses educate and help.

 

And if you didn’t read the first part, click here !