Trust first

The first and probably most important idea is actually not only a principle, but a whole business mindset. By choosing to switch to a “No Manager” organization, or even by embracing it from the start when launching a new venture, we have to accept the fact that not all processes will be perfectly designed, that not all interactions will be clearly documented. Because the model is new, because there is no manual, people in the organization have to accept that it will be trial and error every day. And when no rules or processes apply, what are we left with? Trust.

Trust in each other, and trust in the model being designed. In each other, because when an issue occurs, we need to be confident that everyone around the table is here with the same genuine interest in mind, that we share the same vision. In the model, because there will constantly be doubts, either from outside or within the organization, and we all need to be convinced that this vision is the single one best option moving forward.

And even when the model is running well, trust will still be the glue to help solve most dilemmas. Launching a new business unit? We will trust the initiator of the idea. Implementing a new taxi card usage policy? We won’t need to check for every loophole to abuse from it. Trust is the founding principle to give people room to grow and to express themselves in a safe environment.

Learning environment

This principle emerges from the belief in people’s potential to grow quickly and to deliver. Despite having roles and responsibilities defined, an organization must acknowledge that a person’s scope is virtually bigger than herself, and that room to grow should be in every direction.

Encouraging this learning environment obviously involves each member of the organization: people must seize every opportunity to share their knowledge to others and to dedicate time to coaching.

Last but not least, it requires tolerating first-time failure provided that a lesson is learned, and that it has for consequence that same mistake never happen again.

Shared Responsibility

The success (and failure) of a company is not in the hands of a group of happy fews who collect medals when it works, and take the blame when things go wrong. It’s everyone’s success, and everyone’s responsibility. Similarly, people development goes through both a commitment from the organization, and also through a willingness of each individual to grow.

This principle is definitely the one that bothers people the most, especially when it comes to taking responsibility for failure. Who is in charge when no one is in charge? Does shared responsibility mean no responsibility? Is it an open door for an “it’s not me” attitude? The same way becoming a manager is an obvious goal due to popular belief, having a manager seems as much ingrained in the collective conscience. And with it, the idea that your manager should be the one bearing responsibility when things go south.

Interestingly enough, I don’t think there is any definite argument to convince someone that most people are responsible by nature. And by the way, I also don’t think it’s an absolute truth, hence the most. But I believe that given the right environment (and especially the learning and trustful one mentioned above), most people will show surprising sense of ownership. Eliminate bosses, and magic happens.

The right cast

Even more than in other corporate transformations, we notice day after day that the successful implementation of this “no manager” model has to go through each individual in the company. Belief in the model and in those principles should be the first check-box of any new member willing to join the tribe.

But saying “I believe in this model” just to land a job is easy. More than skills, finding the right attitude in people is the current challenge we are facing. We should not be asking “can you do this job?” anymore. The real question is now: “Do you share the same vision and values?”.