Martina Röll is a Co-Founder of Structure & Process. She leads the Organisational Development, Consulting and Coaching work of the company. See all of Martina’s Roles here. Contact her at firstname.lastname@example.org.
When the organisation’s purpose is clear and compelling, it acts as an attractor: Even with an unclear product offering, people show up and say: “hey, this is interesting! What do you do? How can I contribute?”
These people will sometimes join independent of the currently available “jobs”. They are not picky about what exactly they will be doing, as long as it contributes to a meaningful cause.
When invited, these people will often bring in their personal special skills and creativity, which can lead to new directions, innovation in the products, and… interesting tensions. :)
2. Interesting Work
What is the actual work that needs to be done? What is the job?
We emphasize “organisations” now. This comes from a better understanding of what our work of the last months has been about: we are interested in _organisations_: structures that are transpersonal, sustainable over a long time, in changing circumstances.
Organisations amplify the powers of the individual and provide an interface for the outside world. They are hubs – points of connection – and fields – spaces from which new directions can emerge.
_People_ are key to this: they make the effort that is necessary to sustain organisations.
Why do we, humans, care about organisations? Why make the effort to build, or work in them?
Because work can be meaningful. (Purpose, Meaning.)
Because work can be satisfying. (Effectiveness. Efficiency. Input-Output. Results.)
I have found it very satisfying lately to meet my clients not as their consultant, but as their collaborator.
Often, as a consultant, it is my job to open and hold a space for the client: The clients use it to speak about their problems, issues, situations, and I listen with patience and offer my perspective or advice. Consultants learn a lot about their clients. Often, the clients don’t learn much about their consultants. (Except that we are smart, and we are good listeners. Well.)
Consultants usually don’t share much about their lives as consultants, their own business development or their personal situation. And why would we?
What happens or needs to happen when an organisation switches to Holacracy?
With this article, I intend to give some clarity for founders or owners of companies that consider using Holacracy. I will outline the steps that need to be taken to move from the existing structure to Holacracy.
Our October email newsletter speaks about people _thriving_ in collaboration (our new company purpose), introduces our new Associate Partner Rob van den Brand, reports from client work and past Holacracy events, and shares inspirations for project work and organisation building.