The point is that all I do is ask the difficult questions — my colleagues are the ones telling the story. I’ve seen smiles, revelations, and tears during these interviews. That raw emotion translates into good content. To me, this is a micro example of what employer branding should be: organic, authentic stories about people, and the company they’re in. Read that again. People, and the company they’re in. Not the other way around. The company and its direction will always change. So let those affected by it the most be the evangelists of those changes.
In traditional organizations, there is often an assumption that you can’t do anything unless you’re given permission to do it. Holacracy practitioners hold the opposite assumption: you can do anything unless it’s been explicitly forbidden.