“Build your organization from the top down. An organization is the opposite of a building: Its foundation is at the top, so make sure you hire managers before you hire their reports. Managers can help design the machine and choose the people who complement it.” - Ray Dalio
The use of the world ‘machine’ in the above quote is telling.
In ‘the organization as a machine’ model managers utilise top-down behaviour to provide direction and ensure everyone understands the shared objectives. This approach centralises decision-making, supposedly allowing for quick action and efficient communication throughout the organization.
It also allows managers to maintain control, ensuring consistency and leveraging their ‘expertise’.
Place based working demands the literal opposite of that model.
It’s not a machine, it’s organic.
And it works bottom up, freeing you to be as creative as the place and the people demand, albeit within agreed strategic parameters.
Bromford have now launched the first phase of our place explorations, with two more being prepared.
The premise is simple: bring small co-located teams together and give them the freedom to experiment at arms length from the legacy business.
One of the immediate challenges we faced was keeping managers away from setting the direction of the team. That must come from the team itself.
To get people on board with this, we’ve set some broad desired objectives that are more like lines of enquiry.
This is important - as it’s the only top down interference we’ve allowed. Other than a steering group comprised of leaders - there was no direct link between the management and the development of the emerging team.
That’s because to establish a self-directed team you must foster autonomy and trust.
You must empower team members, encourage transparency, and create a safe environment for open communication
You must cultivate a shared vision through collaborative goal setting and ownership of outcomes.
You must lead by example, facilitating rather than dictating, and offering support and guidance.
That said organisational support, with a gradual transition, and open communication with management are crucial.
So, far though it’s working as planned.
Our proposal for the first phase pilot was discussed with residents before management.
It was then shared with senior management and borard not for approval, but just for information.
Moving to a place based model upends business as usual.
This is the second in a series of posts that explore our shift to place based working. We will shortly be offering a series of webinars open to external participants, let us know if you’d like to attend.