“Management perspective looks at reports as resources – like how can you get the maximum value out of this person,” Stirman says. “But when I think resources, I think like natural gas or coal mines. Thinking about a person’s life that way just seemed really dehumanizing.”
He started spending one-on-one meetings talking to his reports about their lives, instead of their tasks, and productivity shot through the roof.
Frustrated with poor results, he decided to go off script. He started spending one-on-one meetings talking to his reports about their lives, instead of their tasks, and productivity shot through the roof.
“We don’t have a hierarchy of people, we have a hierarchy of circles.”
“When you sit across a table from someone, ask them ‘What’s going on in your life?’ That will always remove more hurdles than asking them ‘What’s blocking you at work?’” he said.
Stirman hit another wall trying to shield his team from external drama and politics. “Classic management advice, and all my mentors told me that insulating your team from things so they won’t worry will make them more productive and happier,” he says. “But they just got angry, and confused, and disconnected. I was constantly censoring all this information and they were way happier when they knew everything.”
...“The structure is totally built around the work the company needs to achieve its purpose,” Stirman explains. “We don’t have a hierarchy of people, we have a hierarchy of circles.”
...But Medium isn’t just taking a revolutionary approach to digital publishing – it’s changing the way companies operate too. As one of the fiercest and most faithful adopters of Holacracy – a radical new theory of corporate structure – Medium is experimenting with a completely management-free environment that’s laser focused on getting things done.
Read more: http://ow.ly/nKJBL
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