For a self managed team to be able to make good decisions, they really need to have all the information. My second lesson is that I've learned that information flow and access to information are really critical in a self managed circle. I have learned that people take pride in doing a good job, and inherently get great satisfaction from their work. So when I say I've learned to have an optimistic positive view of my colleagues, what I mean is that there's this belief that people dislike their work, and have to be tightly controlled - forced or even threatened to do their work. A lead link is a little different from a traditional manager - but it is somehow the closest to it, compared to other roles. I think the first one is I've learned to have an optimistic, positive view of my colleagues. Pasteur Byabeza: So I've been assigned the role of lead link for several months. So how has the experience been for you? What have you learned in that new role? I know that in your current role, you have evolved into a role called in a holacracy system, a lead link, and you're the lead link of the Student Care Circle. And I guess, it'd be interesting to hear your experience personally. Everybody knows that these ideas can bring about something new, or contribute to achieving purpose for the team - they belong to all the institution at large. Anyone can make important decisions - youcan launch new initiatives, you can hold colleagues accountable, you can even help resolve conflicts. Things are rapidly processed because there is no more bureaucracy. There's more transparency, more accountability, more freedom to think differently. So self management - in a short period of time - has resulted in empowerment of every employee. But now, it's completely the opposite of how things were. Sometimes the result were there, but at what cost? There was no feeling of fulfillment, and that's what you need when you are an employee somewhere. There was no job satisfaction managers - middle managers would rely completely on micromanaging, using tight controlling mechanisms in order to get things done. So people at the bottom seemed to only work for a paycheck. So there was too much bureaucracy which resulted in disempowerment, lack of trust and frustration. So decision making and access to information were a privilege of only a handful of individuals at the top. The difference is that before we transitioned into self management, standardisation and centralisation with our academics and curriculum were the norm. Pasteur Byabeza: You would see a lot, of course. Lisa Gill: So what have been some of the biggest changes? If I had visited Davis College before you started this transformation process, and if I visited today, what are some of the biggest shifts? Pasteur Byabeza: That right, absolutely, absolutely. And then you took some bigger steps, like disbanding the Global Council and removing formal hierarchical job titles. Lisa Gill: So it sounds like you had some pilot teams initially. All my colleagues were invited to work within one or more circles. We did away also with any formal or informal leadership roles or titles. That's how we disbanded the global cancer. And based on the feedback we received with the early success of the new system in pilot circles, everyone at Davis College, and Akilah, was invited to transition into holacracy. So the next step was then to test that hypothesis. Based on that, we came to a conclusion that self management is worth trying. So this is what sparked the need or the desire to make some kind of radical shift in our management paradigm.įrom there, we did many training sessions with expert practitioners, and we researched a lot on many other companies and organisations that are already practicing self management. This was reflected in regular feedback in surveys that were conducted, to gauge faculty levels of stress. So this resulted in frustration, lack of trust and disempowerment for so many people on our team. That means only a small handful of people at the top of the organisation had any decision making rights. For the last 11 years, what we did was to optimise around standardisation, consistency and centralisation with our academics and curriculum. ![]() But I think it would be really interesting if you could share with us what was the process of adopting holacracy in Davis College? How did you start this transformation? And I think many listeners of the podcast will be familiar with holacracy. I know that at Davis College you decided to use holacracy as a self management system. Lisa Gill: Pastor, thank you for being here.
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