As you probably know by now my search for a company culture that addresses the specific challenges we face today has brought me to a model that helps people within the organisation to reach their full personal potential whilst giving all the space and trust needed for them to determine by themselves how to best anticipate or react to the ever changing environment within the overall vision and parameters of the company.
Whilst doing so it is helpfull that more and more litterature around the theoretical aspects of this organizational model is published. That makes it easier to transmit the basic idea to various stakeholders. Therefore also many thanks to:
1. ING as one of the larger organizations in NL that start embracing self management 2.0. For full article see Financieel Dagblad.
2. Emilie Wapnick in Ted Talk for his boost to the self-confidance of people whose natural purpose it is to constantly move from one passion to another, creating value at the intersections (instead of having one clear, single, easy recognisable purpose).
3. Ann Baeke for her ‘Leider zonder maskers’, for adding a comprehensive description of how to become an effective ‘self management’ leader. Although the chapter about ‘finding your natural purpose’ (or purposes as Emilie told us) suggests a more rational and swift proces than what I have experienced / seen sofar.
4. In their recent Focus publication, even Egon Zehnder dares to move on ‘tricky ground’ by addressing various aspects and relevance of the (sometimes hidden) ‘Identity‘ of you and me as leaders. As a clear and aligned identity is an important prerequisite for a successful self management culture.
5. VPRO for their contribution to this topic in the ‘Tegenlicht’ documentary: ‘The end of the Manager‘
6. From Input to Output (official title: ‘Leiding geven zonder cijfers’) by Filip Vandendriessche & Han Looten provides an easy to read, basic introduction to self management 2.0. Nice are the descriptions of the ‘maturity’ level required from people to work effectively in an environment managed on ‘output’, of some common excuses for managers not to accept this and of the various levels of readiness for change for both people and organizations.