Unic is entering its seventh year with Holacracy. It is now time to take stock. What has changed under the new form of collaboration? How can companies break free from rigid structures? What are the challenges and advantages that come with this management framework and the transformation itself? Melanie Klühe, Client Partner at Unic, answers these and other questions in the interview below. Find out why a self-managing framework accelerates your own work and why the new operating system of Holacracy is all about discovery.
How have my experiences with Holacracy been?
After my return to Unic in 2017, I experienced and helped shape the transition from the traditional, hierarchical structures to our current Holacratic setup.
For me personally, the introduction of Holacracy at Unic was a significant and positive turning point. This innovative organisational model not only radically changed our corporate structure, it also triggered a significant change in our culture and the way we work. My colleagues and I now work in an environment that promotes flexibility, self-reliance and efficiency – capacities which are often at odds with traditional, hierarchical systems.
Together with my colleagues, I aspire to create an environment in which each and every person can develop their full potential. Our focus is on working towards the joint goals of Unic, regardless of whether this is in projects or in our own company.
What advantages does Holacracy hold for me personally?
Even during my first stint at Unic, I held several positions, which today we call roles. But there was hardly any time to venture into other areas that I was interested in. Today, though, I can get involved with the Unicversity without holding a specific role. Also, if there is something I want to push for, I can succeed faster. It is up to each of us to contribute, and what are known as tension-driven meetings are the key to that. It does always take a bit of courage, but usually, you can win over members of a circle for your endeavour.
The various exchange formats, meetings and types of communication are consistently characterised by appreciation.
Melanie Klühe, Senior Sales Consultant
What are the biggest challenges for me and for Unic with Holacracy?
The introduction of Holacracy was a considerable challenge for me personally and for Unic. We had to overcome established patterns of thought and open our minds to a fundamentally new way of working. One of the biggest obstacles was the shift from a profoundly hierarchical management structure to a model that distributes leadership tasks to different roles and responsibilities. Now, decisions are made wherever there is the most comprehensive accumulation of knowledge and the greatest expertise, which is a departure from the traditional, top-down decision-making patterns.
With regard to team leadership within Holacracy, I had to find new ways to lead effectively. Holacracy enables everyone, regardless of their hierarchical position, to become an expert leader in their role. This experience has taught me that leadership is less about controlling people and much more about enabling teams to reach their goals under their own steam.
Based on what I know today, what would I focus on?
One key element of Holacracy is the constructive management of tension. While in other, traditional organisational structures, tension is considered detrimental, we see it as a source of energy for change and improvement. Holacracy has taught us to purposely use tension to refine work processes and promote innovation. That is why you need to explain to new employees that tension is an opportunity, not something negative.
But also, communication changes and is continually optimised at Unic. Most importantly, it needs to be appreciative. Why is that so important?
One very concrete example of the efficacy of Holacratic communication at Unic is the way we hold meetings and make decisions. Meetings are more structured and goal-focused, and every participant has a very clear role and responsibility. This structure promotes an efficient decision-making process and ensures that everyone’s voice is heard – and appreciated, of course.
For companies about to embark on that journey, I would recommend...
Making sure you bring the employees on board from day one. What I thought was great at Unic was that for the initial phase, videos were produced on organisational questions surrounding Holacracy and you could also take a playful approach to the ‘Holacracy operating system’ through quiz questions[S1] . It is also important for employees to have spaces and places to exchange experiences, knowledge and best practices. And yes, the company in question should be patient. The new world of work is not just something to be understood, but also to be discovered.
