We have consciously chosen for minimal structure in the companies that belong to Seats2meet.com: we attach a lot of value to the informal feedback loop. The basis of this is our vision that we trust that people are able to self-organize and self-manage, and consequently, can stimulate each other to perform value-driven work. This puts great demands on our employees, and it is a great challenge that requires constant attention. It is actually a lot more exciting than boarding up an enterprise with measures, which is really no more than a supposed form of control on the realization of the strategic targets.
The old-fashioned “drawing up” of job competencies, responsibilities, or competency management no longer works. To illustrate my thoughts on new leadership, I would like to introduce Transforium, a preferred method of working to monitor and support the development of people and contact with stakeholders in the vision-driven organization.
The Transforium virtually follows the development of the individual, without wanting to define or dictate that person’s development. The model is not necessarily a leadership rule; it is a guideline for managers and employees. It is a guideline to calibrate and re-calibrate the realization of the mission statement of the organization on the level of the individual, group, team, and organization.
The Transforium was created by us as a management tool to understand the dynamics of the behavior and development of people, as individuals, as part of a team, and within our organization or social network. It is not Neuro-Lingüistic Programming or any other official human theory, but a model developed within our daily reality, and we found it works very well with people/stakeholders who are not trained in this field. For management, it helps with recognizing the deeper causes of operational and/or relational problems, how to deal with them, and which management style is the most suitable in a particular situation.
It is an hierarchical model: if you skip level 1 and/or 2, you will never reach 3!
So be patient, and when working with this model, make sure not to move too fast…
The model is explained in depth on the website of this book. You will find it here.
Within the organization, in the broadest sense of the word, leaders need to recognize, acknowledge, and know the talents of the stakeholders. Based on this, they have to create the conditions that will ensure everyone can make far better use of their talents, and they have to challenge people in and around the organization to utilize and develop their knowledge, strengths, and capabilities to solve problems. Leaders incite others to learn, and learning processes usually take place in interactions between people. These people need to be connected to each other. This may be the most important role of the leader. It is not just people who are connected. When connecting people, you will connect their knowledge as well.
Many books can be written about the connecting possibilities of the leader. Naturally, my goal is to serve up these words as succinctly as possible. As it happens, Organization 3.0 is preferably a product of you. A vision can be found on the website www.verbindendleidinggeven.nl (“connected leadership”) which is dear to my heart: “People and organizations are happy, work well, and perform sustainably with leaders who connect people, values, processes, and systems with each other.” As far as I’m concerned, this is a great prelude to the next success factor of Organization 3.0: culture.