If our work speaks to you, check out our further open roles and consider joining us!
(This article is a German translation of “Attracting people to join your project, startup or organisation”, published on the Structure & Process Blog on April 9th 2015)
Menschen bringen ein Projekt ans Leben.
Auf unserem Weg mit Structure & Process haben wir drei Wege entdeckt, über die sich Menschen unserem Team anschließen:
We have published an overview of the “apps” we are using within our Holacracy practise. Feel free to pick them up and use them in your own organisation!
Want to know who works at Structure & Process? Meet our team!
People are what makes a project come alive.
On our journey so far, we have seen three pathways through which people become interested in joining our team:
1. A compelling Purpose
Our company’s purpose is explicit: “Purposeful Organisations in which people love to work.”
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?
Some people are drawn to specific types of work, specific activities and want to develop professionally in these. Some of our current and former team members found us through this: they noticed some of our role role descriptions or job offerings and applied towards these. Continue reading Attracting people to join your project, startup or organisation
In our latest company newsletter you can read about our current projects, new members on our team and upcoming events.
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.)
- Because work can be joyful. (Enjoyment. Process.)
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?
When a space opened up in a client meeting early last month – we had finished the agenda one hour earlier than planned and found ourselves with a lot of time on our hands suddenly – I took the opportunity to share from the heart what was going on with my company, Structure & Process, at this moment: Continue reading Meeting as Business Partners (On the Client Relationship)
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.
I will use our own case – that of Structure & Process – to explain the steps as we go along.
Establishing the legal base for Holacracy: The Foundational Document
A company moves to Holacracy when the current power-holders adopt the Holacracy Constitution.
In Structure & Process’s case, this was done by myself, Martina Röll, the sole owner, establishing and signing a foundational document.
It reads pretty straightforwardly: