‘About Holacracy’ Blog

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Holacracy is a fundamentally different “operating system” for organizations. Holacracy revolutionizes how a company is structured, how decisions are made, and how power is distributed. - Medium. You can also follow this blog directly on Medium.

Insights From Holacracy: 7 Ways Leaders Can Future-Proof Their Business in a Fast Changing World

April 1, 2017 - 1:02am

Being the boss is tough, isn’t it?

The buck stops with you. Because you’re the leader, you can’t even complain. Not only do you have your problems to solve, but you have everyone else’s problems to solve too.

I know the feeling. I’m in the management team of a few organizations. And I’ve been looking for a way to manage more effectively, without the stress.

My search has led me to believe that most problems in running an organization are not because of people, but because of the underlying systems. And I’ve found that by changing the systems, the problems dissolve.

“Great leaders don’t innovate the product, they innovate the factory.” ~ Dane Atkinson, CEO of SumAll

In my search for better systems, I came across Holacracy — A system for self-management for organizations that replaces the traditional management hierarchy.

Instead of “Managers” and “Bosses” having power to tell people what to do, in Holacracy the power is in the set of rules that distribute authority so that people can be leaders in their roles.

More than 500+ organizations have adopted Holacracy including Zappos and the David Allen Company.

What excited me most is that Holacracy’s way of approaching an organization’s structure is inspired from nature.

In nature, the systems are stable. And when there are changes to the environment, they adapt. Similarly, Holacracy is a self-organizing approach. It constantly adapts to meet the demands of the environment.

With a surge of excitement, I began implementing Holacracy in my organizations. It was no small change!

But as we began to see positive effects, we were hooked. To deepen our understanding, me and my brother attended the Holacracy Practitioner workshop in Amsterdam.

Here are my 7 top insights from implementing Holacracy and attending the workshop — and how they can help you run business more effectively.

1. Your organization runs a social operating system. And it’s out-dated.

Most organizations still use an organizational system called the Management Hierarchy.

The Management Hierarchy represents a rigid power structure. It puts people in boxes with job descriptions, which tell them what they’re supposed to do, and who to go to when they have a problem.

It’s not a bad system. It was a useful model for almost a century. However, times have changed.

We now live in a dynamic world where things are changing rapidly. And the majority of the workforce today are millennials who don’t care much about hierarchies. For them “meaningful work” and “job satisfaction” are more important than “money” and “title”.

Think of Holacracy as a new operating system for your organization. A new way of structuring your organization to meet the demands of a rapidly changing world. It’s a not a model that sits on top of the Management Hierarchy. It replaces it.

If you adopt Holacracy, you’re getting an upgrade!

2. If you’re not adapting, you’re dying.

Do you know how many Fortune 500 companies from 50 years ago still remain on the list?

Take a guess.

Only 60. That’s 12 per cent.

What happened to the other 88 per cent? They either went bankrupt, merged, were acquired or fell of the list.

The world is changing so fast that if organizations do not adapt, they’ll die.

The Management Hierarchy’s rigid structure makes change difficult.

Organizations powered by Holacracy have a responsive structure. When anyone anywhere in the organization senses an issue there are reliable pathways for them to process it.

As a result the organization is constantly undergoing small changes to adapt to the changes in the environment. Read below on Governance Meetings to see how that happens.

3. To improve culture, distribute power“Culture eats strategy for breakfast” ~ Peter Drucker“Structure eats culture for lunch” ~ Brian Robertson

Business leaders have realized that to optimize performance in an organization you must have a great culture. In spite of having great strategy and processes, a team with a lousy culture will produce lousy results.

What’s the best way to improve the culture?

It’s to work on the power structure of your organization. By distributing power, instead of focusing it at the top, a great culture will emerge.

Holacracy distributes authority and power, giving each role holder the autonomy to do the work to fulfill the purpose of their role.

In short, it treats people like responsible adults. Instead of bringing problems to you, they own their problem and take decisions to overcome it.

4. You are not your job title. Separate soul from role.

Most organizations have an authority structure around the people. The higher you are, the more authority you have. Each person has a job title and description.

But here’s the problem: Does anyone actually refer to their job description after they’re hired?

Hardly. People don’t refer to them because they don’t reflect reality. When the work around them changes, the job description remains the same. And when accountabilities are not clear it creates confusion on who should handle what.

In Holacracy, the work is structured around roles that have a defined purpose and accountabilities. They change dynamically to fulfill the purpose of the organization.

People with the right talents and skills energize those roles and have full autonomy to do what is required of their roles.

As a result, team members bring their full potential to the organization. They can work in any part of the organization where there’s a match between their talents and the role.

Unlike job descriptions that are often outdated and irrelevant to day to-day work, in Holacracy people can fill multiple roles with clear & regularly updated accountabilities so that everyone knows what is expected from which role.

5. Stop asking permission. Start making decisions.

Has this happened to you?

Before making a decision you seek permission from the people around you. You ask: “Are you OK with that?”

This is something I’m guilty of. And I realized it even more after adopting Holacracy.

Anytime a decision needs to be made, I would ask all the stakeholders if they “approve” this or not. And if they didn’t, I would modify it so that they would be happy with it.

And guess what? By seeking consensus with everyone, I ended up wasting many hours. And the decision didn’t end up satisfying anyone.

The beauty about Holacracy is that it gives people autonomy to take decisions to fulfill the purpose of their roles.

But what happens when two people in their autonomy want the same thing?

That brings me to the next point.

6. Encourage tensions to drive change.

Your business is never going to be perfect. There’s no such thing. There’s always a gap between where you are, and where you need to be.

In Holacracy, it’s a called a tension.

In most organizations, when a person has a tension, they go to their manager with the problem. If a manager cannot solve it himself, he takes it to the person next up in the hierarchy.

It’s OK if there are a few tensions to address. But when everyone does that, the decision-making at the top gets constipated.

As a result, to get the appropriate attention to your tension, you need to be loud enough or have the right “political” connections to get your point through.

But the best ideas don’t necessarily come from people who are the loudest. Sometimes the person working at ground level may have the brightest idea.

In Holacracy you’re encouraged to bring tensions. They are the driving force for change.

In fact, meetings are called with the purpose to invite tensions and find pathways for them to be processed.

Here’s how that happens.

7. Differentiate between having meetings to work “in” and “on” your organization

Holacracy Meetings are one of my favorite things.

What was that? Meetings suck?

Well in Holacracy, meetings rock. They are insanely efficient. In my organization and in most other organizations powered by Holacracy, people look forward to meetings.


In Holacracy, meetings are structured and facilitated to remove obstacles in the way of your work. They are nothing like typical meetings.

There are two types of Holacracy meetings:

Tactical meetings

These are meetings to deal with operational issues. The steps of the meeting involve looking at metrics, reviewing checklists and tracking projects.

Anyone who brings up a tension gets asked by the facilitator, “What do you need?” This gives them pathways to resolve their tension.

There are no “heroes” who everyone looks to for solutions. Each person is expected to use the process to address their tension.

Governance meetings

In tactical meetings, you work “in” your roles, but in governance meetings you work “on” your roles.

In the Management Hierarchy, someone at the top designs the organizational chart based on his “good ideas”. And when there’s friction, there are no good ways to address it. People end up resorting to politics to navigate around the problem.

In Holacracy, there are governance meetings. Everyone gets a chance to share a proposal to change the design of the organization to address their tension.

This gives a chance to someone to create new roles, accountabilities or policies to address their tension, thereby changing the design of the organization to remove obstacles.

Is the new proposal going to be perfect? Probably not. But it’s a way forward, and I’ve found it’s better than how things were before.

An organization under the Management Hierarchy may change the structure once in every few years. In Holacracy, these changes happen usually once a month in small increments.

Small changes are easier to make and result in less resistance.

But will Holacracy work in my culture/country?

Coming from India, that’s what I thought, too.

I was hesitant to adopt Holacracy in my very traditional family-run real estate business. But I was surprised at how well people adapted.

That’s not to say I haven’t faced challenges. But they’re the good kinds of challenges that force us to ask the important questions we often avoid:

“What’s our purpose?”

“What metrics do we need to see to measure if we’re on purpose?”

“How can we structure our work to fulfill the purpose?”

“Which role has the accountability for this task?”

“Who’s the best person to take up this role?”

Begin your Holacracy journey

Are you a leader in your organization?

Are you looking for a way for your organization to be ready for a rapidly changing world? And run it without all the stress?

I encourage you to explore Holacracy and see if it’s right for you.

Tony Hsieh, CEO of Zappos, said the only thing he would do differently with Holacracy was to adopt it sooner.

That’s my experience, too. There’s never a “good time”. The sooner the better.

Getting Started with Holacracy

Here are some resources to get started with Holacracy

Holacracy.org Official website. Check out their Tactical & Governance Meeting Formats (They got me hooked on the model)

Holacracy Book by Brian Robertson, co-founder of Holacracy. This is a comprehensive book to get started with Holacracy. Foreword by David Allen.

Holacracy Comic Book

Book: Reinventing Organizations An amazing book on the evolution of management and the emergence of self-managed organizations.

Ted Talk by Brian Robertson. If you don’t have time to read any of the above books, watch this video.

Attend the Holacracy Practitioner training

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» More blog posts directly on the "About Holacracy" collection on Medium.

Two Paths to Achieve Self-Management

March 21, 2017 - 12:05pm

It’s an exciting time for organizational pioneers. The self-management movement seems to have reached a critical mass and is now growing exponentially, with more and more organizational leaders opting for self-organization and emergent order in lieu of top-down “command and control” structure.

Now, when seeking an alternative to the management hierarchy, the question becomes: “How?”

How does the CEO who recognizes his own limitations unleash the collective intelligence of the organization? How does that CEO replace old top-down or static processes with ones powered by self-organization and dynamic, peer-to-peer control?

One option looks something like this:

Phase 1: The CEO decides to shift from an organizational framework that centralizes power primarily in a management caste to one that enables everyone in the system to use power for the organization’s purpose.

Phase 2: The CEO defines some new core operational processes that are more empowering and don’t require top-down management to enact. These may include new approaches to compensation, budgeting, project management, hiring, firing, or any other process critical to that unique organization’s operations. The CEO may also dictate a process for making general decisions outside of those specific processes, such as dictating some form of “advice process”, or this may be left unspecified (and likely default to a consensus-based approach).

Phase 3: The CEO continues to iterate on the designs of these new self-organizing processes for many years, driving their improvement and removing the issues that inevitably arise when altering the fundamental way decisions get made in a company. When people run into obstacles with these key processes, they either work around them or escalate to the CEO to get buy-in to enact a change.

Phase 4: After many years of experimentation, you have a largely self-managing system! . . . except that there’s still a superhero CEO at the top who holds the power to change the organization’s core self-management processes at will, and may intervene for key decisions or to settle disputes.

This shift is powerful. With an intelligent, visionary leader holding the reins, this can go a long way towards transforming a company into an agile, self-managing system.

And yet, with this approach, much still rests upon the wisdom of the figure at the top, and his or her ability to integrate input from the rest of the organization. What happens when the CEO’s vision and judgement are partial (as they always will be, at least some of the time)? Or when a change at the board level installs a less open-minded CEO? The above pathway to self-management is only as strong as the CEO’s worst day — or the Board’s.

I know this first-hand: It’s the path I took as a CEO 15 years ago. It was during this time that I discovered the biggest obstacle to implementing a fully self-managing company was often myself, despite my desire for a self-managing company.

Even on my good days, when I wasn’t the source of a bottleneck, it seemed just having a CEO invited others to give up some of their own power and autonomy to drive change. So I set about forging a new path — one that removed the need for a heroic CEO to carry the weight of the transformation.

The Holacracy organizational “operating system” was the result. It’s fundamentally different from other approaches to self-management, from the way it’s installed to the way it evolves. With Holacracy, organizations achieve self-management through self-management, within a framework that makes rapid experimentation easier for more people.

“Holacracy is not a panacea: it won’t resolve all of an organization’s tensions and dilemmas. But, in my experience, it does provide the most stable ground from which to recognize, frame, and address them.” — David Allen

Here’s what the approach with the Holacracy® framework might look like:

Phase 1: The CEO decides to shift from an organizational framework that centralizes power primarily in a management caste to one that enables everyone in the system to use power for the organization’s purpose. And the CEO decides he doesn’t want to be the superhero directing the organization’s specific implementation of self-management, but just another partner helping to bring it about.

Phase 2: Instead of defining all of the organization’s core processes himself, the CEO adopts the Holacracy Constitution. The Constitution introduces a “meta process” — in other words, a “rule set” for how anyone can evolve any other organizational boundaries or processes, without weighing in on what those other processes should be. Ironically, on Day 1 of this journey to self-management with the Holacracy Constitution, hiring, firing, and all other operational processes will look identical to the way they did before the decision to embrace self-management — except now anyone can change them, using the rules of the Constitution. That quickly leads to . . .

Phase 3: Individuals at all levels of the organization begin to iterate on the design of the organization’s various processes. When people run into real obstacles in the way things work, they use the rules of the Holacracy framework to update the organization’s specific processes. Over time, everyone helps evolve and adapt the organization’s own unique approach to self-management in all operational processes.

Phase 4: After many years of experimentation, you have a largely self-managing system! . . . Except this time, everyone was involved in defining the organization’s unique processes, and you no longer need a superhero CEO holding the reigns. In fact, there is no more CEO — someone may still carry that title in the external world if needed, but internally the title carries no special power or privilege. Many Holacracy-powered organizations simply drop the title entirely.

The journey with Holacracy has some advantages. The framework enables more stakeholders to get involved in evolving the organization’s design, so the journey to self-management can happen more quickly and take deeper root. Most organizations on this path further accelerate by copying and customizing some key processes from other Holacracy-powered organizations, thus benefiting from the collective wisdom of a larger community. That’s also possible without Holacracy, but it’s both easier and more likely when you have a common “language” or “framework” to describe those processes and how they work — something Holacracy provides.

With either approach, you end up with something unique — your own custom organizational design for self-managing key processes. Holacracy isn’t a one-size-fits-all prescriptive approach to self-management, and Holacracy-powered companies come in all shapes and sizes. Holacracy is simply a framework — a meta-process — to help you customize your own designs faster, more effectively, with more engagement from more people along the journey, and with less risk of getting stuck in the many possible pitfalls en route.

Attend a free Holacracy webinar: http://www.holacracy.org/events

Implement Holacracy: http://www.holacracy.org/implement

Two Paths to Achieve Self-Management was originally published in About Holacracy on Medium, where people are continuing the conversation by highlighting and responding to this story.

» More blog posts directly on the "About Holacracy" collection on Medium.

Sneak Peek #2: Holacracy® Habits

March 13, 2017 - 5:31pm

GlassFrog users on the Premium Plan can access our Holacracy Habits Support Program. This program delivers sequenced, bite-size lessons to build the skills and habits essential to Holacracy practice.

Below, you can read a “sneak peek” excerpt from the program!

Holacracy Habit: Record Tensions for Governance

Most people are surprised to learn that there are no rules in the Constitution about what you can bring up in a governance meeting.

There are, however, some rules about what can come out of the process.

Think of the process like a sausage grinder. Put in whatever you want — the process grinds it all up and gives you something useful on the other side.

You don’t even need a proposal to get the ball rolling. You just need a tension. You can ask for discussion to help you come up with a starting proposal, if you need it.

But if the only valid outputs of a governance meeting are changes to roles, policies, or domains, then what happens when a proposal has nothing to do with changing the governance?

If this happens, anyone can raise an objection during the objection round. If a valid objection is raised, the proposal moves into integration and it gets fixed collaboratively.

It’s easy to think objections are indications that a proposal is bad, incomplete, or don’t belong in governance meeting. Instead, think of objections as “requests for integration.” Use them. Trust others to use them. They are the most direct way to figure out what changes are absolutely needed.

It’s much faster to put your idea out there and encourage objections than to try to predict all possible issues others may have with your idea. (Pro tip: You could even say during Amend & Clarify, “The proposal works for me, but I encourage others to raise objections if needed.”)

Don’t let perfectionism or concerns about creating harm get in the way of practicing your habit, record tensions for governance. The burden is not on the proposer to make a “good” proposal because if the proposal causes any harm, then others will raise objections and you’ll fix it. Together.

With practice, you’ll find out that you don’t need to practice Holacracy perfectly to effect meaningful change.

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Learn more about new GlassFrog features

Sneak Peek #2: Holacracy® Habits was originally published in About Holacracy on Medium, where people are continuing the conversation by highlighting and responding to this story.

» More blog posts directly on the "About Holacracy" collection on Medium.

Holacracy’s Human Side

March 5, 2017 - 6:22pm
4 Ways Holacracy Brings Out the Best in People

If there’s one criticism of Holacracy I hear again and again, it’s some variation on this theme: “Holacracy is too rigid. People aren’t robots. It’s inhuman!”

This is an unfortunate misconception, but I understand where it comes from. Especially in the beginning, the meeting processes may seem rigid and restrictive. It can feel awkward and unnatural to follow a new set of rules rather than just doing things the way we’ve always done them. But when people get through that initial transition, here’s what they discover: Holacracy is in fact the most “human” system available for running an organization.

Holacracy honors some of the very best parts of our humanity, and it challenges us to develop and become more human, not less. Here are four ways in which practicing Holacracy brings out the best in people.

Taking Turns

Holacracy’s meeting processes include very specific rules about who can speak, and when it is or is not appropriate for others to respond. To those unfamiliar with the system, this is often a sticking point. “What do you mean, I’m not allowed to say what I think or feel? I’m not a robot — I have feelings, and I have a right to express them!”

Here’s the problem with that approach: Have you ever become aware of something that could be working better than it is? (In Holacracy, we call this a “tension” — the sense of a gap between what is and what could be.) You bring your tension to a meeting, hoping to make a change and improve the situation. The words have barely gotten out of your mouth when one of your colleagues jumps in. “Yeah, I agree that X doesn’t work. But you know what? Y doesn’t work either!” Before you know it, everyone has added their own tensions to the table, and your attempts to create change in a specific area are stalled.

Holacracy’s meetings are designed to avoid this frustratingly common situation. They protect the space for one person to bring up a tension, propose a solution, and actually initiate meaningful change. In order to do this, the meeting processes don’t allow other people to simply pile their own reactions and related issues on top. That may sound rigid or inhuman, but in fact, it’s deeply honoring of the human being making the proposal. And for everyone else, it simply asks them to practice a fundamental human skill we all learn as children: taking turns. Young children find it difficult to be patient, to make space for others, to allow others to go first. When they master this skill, it’s an important developmental step. Unfortunately, as adults, we seem to forget the lessons of the playground when we sit down in business meetings.

In Holacracy, everyone has an opportunity to process their own tensions and share their perspectives. But in order to give each person a safe space in which to do so, we can’t all speak at once, and tensions need to be processed one at a time. Everyone else is asked to exercise patience, reserve judgment, listen, and honor their colleague with their attention. If those are not human virtues, I don’t know what are.

Honoring Human Creativity

When I think about what makes us human, one of the things that strikes me is our creativity. We notice problems and we come up with solutions. Our consciousness can sense when something is not working (a “tension”), and we envision how it could work better. We’re not satisfied to just make the best of things as they are. Holacracy is designed specifically to harness and honor this uniquely human capacity.

Too often, in organizations, we experience great frustration because we can sense tensions but we don’t have the capacity to turn them into creative improvements. When an organization is running on Holacracy, everyone is empowered to process their tensions. Human creativity and ingenuity becomes the company’s most valued tool — not just for coming up with new products or services but for continually improving the way people work together and organize. The result, for each human being in a Holacracy-powered organization, is a much more deeply fulfilling experience of being a creative partner rather than a cog in the system.

Encouraging Self-Awareness

Another capacity that differentiates humans from our fellow creatures is self-awareness. Human consciousness can reflect on itself. We can observe the arising of thoughts, feelings, and reactions, and make choices about which ones we act on. We are not simply slaves to instinct. Holacracy challenges people to exercise this gift — to become more self-aware and, when appropriate, exercise self-control while another person is taking their turn. I’m not suggesting we have to suppress our humanity, in all its messiness, but I am proposing that it’s healthy to learn not to be blindly driven by it.

Our instinctive responses can be quite powerful. Self-concern, excitement, competitiveness, inspiration, judgment, relief, defensiveness — all these emotions and more may arise as we listen to someone else processing their tension. Without self-awareness, we may not even realize which feelings are motivating our reactions. When a facilitator cuts us off, or we catch ourselves wanting to speak out of turn, it shines a light on what’s driving us. The resulting reflection may not be comfortable, but it will help us know ourselves better. And in the process, I believe we become better human beings, with a more profound self-awareness and self-mastery. There is a lot of talk about “mindfulness” in the organizational world these days. Holacracy offers the opportunity to put mindfulness into practice, every day, and in so doing, create more conscious workplaces.

Treating People Like Adults

Early in the development of Holacracy, we were brainstorming “taglines” for our marketing material, and my wife and business partner Alexia Bowers half-jokingly suggested “Organization for Grown-ups.” I’ve always thought this was among the most accurate descriptions of what Holacracy strives for.

Those who see Holacracy as “inhuman” often complain that it doesn’t take care of people enough. And that’s true — the process is not designed to take care of everyone; it’s designed to allow people to take care of themselves, through the processing of tensions. Too many organizations adopt a parent-child relationship to their employees. Modern management hierarchies almost inevitably treat people like children, who need to be supervised, told what to do, and taken care of.

Holacracy honors each person’s sovereignty, seeing them as perfectly capable of managing themselves, driving their projects, staying motivated, and taking care of their own needs. In other words, it treats them as adults. Holacracy doesn’t treat people as subordinate, or needing to be managed, motivated, or mothered. It treats them as mature enough to manage their own workflows, lead their own roles, and seek the help and resources they need to do so.

That’s not to say people don’t need a safe space in which to thrive; in fact, researchers in Google’s “People Operations” division recently conducted a several-year study into what makes a successful team, and found that a feeling of “psychological safety” was by far the most important of the defining traits. Holacracy’s structured meeting processes help create this feeling of safety by protecting the right of each individual to process tensions.

So it’s true that Holacracy’s process doesn’t take care of people. However, rather than being inhuman, it’s a more human approach: giving people the space and safety to exercise their human creativity, protecting their right to do so, encouraging them to develop self-awareness, and treating them like adults. That’s the kind of humanity we need more of in our workplaces.

Attend a free Holacracy webinar: http://www.holacracy.org/events

Implement Holacracy: http://www.holacracy.org/implement

Holacracy’s Human Side was originally published in About Holacracy on Medium, where people are continuing the conversation by highlighting and responding to this story.

» More blog posts directly on the "About Holacracy" collection on Medium.

Sneak Peek #1: Holacracy® Habits

February 2, 2017 - 2:03pm

One of the new features available now to our GlassFrog users on the Premium Plan is our Holacracy Habits Support Program.

This program delivers sequenced, bite-size lessons to build the skills and habits essential to Holacracy practice, such as how to effectively process tensions, and how to shift from personal to role-based power.

Below, you can read one “sneak peek” excerpt from the program!

Habit: Name the Role that Feels the Tension

Have you ever experienced the following “symptoms” in your organization?

  • Lots of meetings with exhaustive discussion
  • Emails cc’d to everyone, often for unclear reasons

These painfully familiar symptoms point to a common cause — lack of clarity.

When we’re not clear who needs to be involved in a decision or who has the authority to make it, we often default to getting everyone involved.

A role is like a uniform. You can put it on and take it off as needed, to help gain perspective on whether or not your role “cares” about a particular decision. In organizations where we don’t differentiate the individual from the role, it can feel like having your uniform glued to your body.

The solution is organizational clarity. In the governance meeting, we define roles that pursue the purpose of the organization. We can trust and use those definitions day-to-day to help guide our decisions.

Organizational clarity frees us to be a good leader when we’re filling a role and need to balance input with speed. It frees us to be a good follower when another role owns a decision and shuts down discussion to make a judgment call.

Here are some more suggestions for how to bring clarity to your day-to-day work:

  • When a discussion seems to take forever, ask: “Is it clear which role holds the authority to make this decision?”
  • When lots of people are pulled into a meeting (or email chain), ask: “Which roles need to be involved and why?”

By practicing the habit of naming the role that feels the tension, you get into the habit of asking if your roles should be involved in a meeting, or cc’d in an email. You also practice asking yourself if a problem is something that one of your roles cares about, or if it’s something (salary, career development, etc.) you need to deal with as a person.

- Your Virtual Holacracy Coaches

— — —


Remember: Roles help clarify decision-making. So if you want someone take action, then you’ll want to refer to the roles in Glassfrog.

That said, what do you do when you just want to talk to a person? Not a role, just person-to-person?

If you want to get some input from an experienced colleague, you can say something like, “Hey Tom, I wanted to get your opinion…not in a role, just as a person.” Or write, “To Tom (as Tom)…”

And if you feel compelled to share information, and the other person is clear on their authority, then you probably don’t need to refer to roles.

Sign up for GlassFrog: http://glassfrog.com
Learn more about new GlassFrog features

Sneak Peek #1: Holacracy® Habits was originally published in About Holacracy on Medium, where people are continuing the conversation by highlighting and responding to this story.

» More blog posts directly on the "About Holacracy" collection on Medium.

Announcing a Leap Forward for GlassFrog

January 20, 2017 - 7:52pm

A challenge we hear from many organizations is, “How can I get our team up to speed on the Holacracy system as quickly as possible?”

Like learning a new sport, Holacracy has a set of moves that can take time and practice to master. Over the years, we’ve built a rich set of tools and techniques to support organizations through that journey, yet most of them have only been available to our consulting clients thus far. To enable more people to benefit from that experience, we’ve been working hard on a major upgrade to GlassFrog, our cloud-based Holacracy software tool.

It’s my pleasure to announce three major changes to GlassFrog (or watch our announcement event here):

  • A new Holacracy® Habits Support Program for building key Holacracy behaviors.
  • New ways to get real-time support from Holacracy experts: Office Hours and Live Chat.
  • Lower pricing to make GlassFrog’s premium features more accessible to more organizations: premium is now only $6 per user.
The Holacracy® Habits Support Program

One of the new features available now to our GlassFrog users on the Premium Plan is our Holacracy Habits Support Program. This program delivers bite-size lessons to build the skills and habits essential to Holacracy practice, such as how to effectively process tensions, and how to shift from personal to role-based power.

The program is also designed to deepen skills for folks who are further along in their Holacracy practice. And it offers help for those stepping into special roles for the first time, such as Lead Link or Facilitator. We’ve got a core program in place now, and we’re in the process of adding specialized modules for additional learning needs.

Now, whenever a new team member joins the organization, GlassFrog can help onboard them by teaching the core Holacracy skills and habits they need. In addition, GlassFrog administrators can launch a whole team or the entire organization on a skill-building module at the same time. This creates a powerful group dynamic and friendly competition around Holacracy habit development. For example, picture your whole team practicing the skill of identifying tensions right when they show up, and supporting each other in finding trusted tools to capture those until they can resolve them.

We’ve used this habit-building program in our client support engagements over the past year, and we know first-hand how powerful it can be. And now it’s part of GlassFrog, at no additional cost beyond your Premium subscription.

Expanded Options for Real-Time Support

Would it be helpful to have easy access to a seasoned Holacracy coach when you feel stuck on a Holacracy process, or have a question about how to get something done? Our new Holacracy Office Hours offer a way for your team members to get real-time support from our experts on questions and issues that are challenging their Holacracy practice. Office Hours sessions will be offered regularly and are included in the benefits of our Premium Plan.

Live Chat Support for Premium users

We’ve also recently improved many of our customer support processes and target service levels, and increased the attention we’re allocating to our GlassFrog Customer Support role. And we’re pleased to announce a new support channel: GlassFrog users on a Premium Plan will now have access to Live Chat to get help using the GlassFrog software. All of that means you’ll get better support from us than ever before, and support that can help improve your Holacracy practice — backed by the expertise we’ve built over many years of helping companies make the shift to a Holacracy-powered organization.

New Lower Pricing

As the official Holacracy companion tool, GlassFrog is used by over a thousand organizations and tens of thousands of Holacracy practitioners. It already makes their journey faster, easier, and more powerful — now more than ever with our new Holacracy Habits and Office Hours.

GlassFrog premium is now $6 per user instead of $9

Yet, we know GlassFrog’s price has held some organizations back. We’ve offered a totally free version for the past year to support more price-sensitive organizations and we’ll continue to do so. But we want to go beyond that and lower the barrier to our Premium features, which we hope will increase the success rate for organizations adopting Holacracy on a limited budget. So, as of February 1st, we’re lowering the price of a GlassFrog Premium subscription by 33%. You can now get all of our Premium features for only $6 per user per month. And if you’re using another tool for your Holacracy records already, we’re happy to migrate your data over to GlassFrog for you — just contact our awesome Customer Support team and they’ll take care of you.

I’m excited about these new changes to GlassFrog, and about what they can do to help more organizations thrive in their Holacracy journey. I hope you’ll give them a try and let us know what impact they have, and how we can make them even better going forward!

Next steps?

Sign up for GlassFrog: http://glassfrog.com
Get help adopting Holacracy:

Watch the recording of the live announcement event:


Announcing a Leap Forward for GlassFrog was originally published in About Holacracy on Medium, where people are continuing the conversation by highlighting and responding to this story.

» More blog posts directly on the "About Holacracy" collection on Medium.