Gary Hamel in Brazil: 5 Key Considerations for Self-Management
VAGAS (www.vagas.com.br) is a special company. Not only because it is the e-recruitment leader in Brazil, it has the largest LinkedIn community in Brazil (and 13th in the world!) and is number one in Facebook in Brazil for job sites with over a quarter million fans. It is special because the company has a RADICAL Horizontal Management Model!!
At VAGAS there is no hierarchy, in other words: no bosses. There are no goals either, not even for sales. Teams are responsible for hiring and firing. It follows a SELF-MANAGEMENT methodology, with minimum control and lots of freedom. Out of the 150 people at VAGAS, almost a hundred are present during the annual Strategic Plan Review where a consensus must be reached!!
That is why it is fitting that they sponsored Gary Hamel – the leading thinker on Management Innovation – at the latest ExpoManagement HSM event in Brazil (Nov.2013), and I was lucky enough to facilitate a conversation between a group of people from VAGAS (including its founder Mário Kaphan) and Gary Hamel.
It was a great experience. First, Gary Hamel listened carefully to Mário Kaphan while he explained “the model” and then he listed a series of considerations for organizations that aim to implement a Self-Management model.
1. Small teams – regardless of the size of your organization, always create small teams (between 5 and 10 people), so that people feel very engaged and accountable.
2. Freedom to set you own goals – teams should have control over critical decisions (purchases for example), so they feel like they are running a small business. For this, each team writes their own mission and shares it with everyone.
3. Lots of transparency – and visibility to the rest of the organization. Everyone should be able to see the performance of all teams at all times. Control comes from around (your peers), not from above!
4. Healthy competition – there must be a sense that “we want to win”. Be careful when freedom turns into lack of initiative or lack of accountability. There must be a balance between collaboration and competition. For example: rank teams according to the value that they are adding!
5. Short feedback loop – between performance and reward! Make sure that high performing teams and people are quickly rewarded and recognized.
What do you think? Is your organization ready for a Self-Management Model?