Within the framework of three pillars of humanistic management, how to build a leadership that is runned by authenticity. The three pillars are: 1. Alterity and Dignity; 2. Non-Ideological Stances; and 3. Social Obligations. How leadership should be understood and 'developed' within this non-linear framework, which is based on the work 'Quantic Humanism'.
The problem is how to develop a leadership based on the three pillar of humanistic management. It is more a challenge, and that explain why this as a 'hack'.
The main obstacles to develop this hack in any company run by 'traditional-mainstream management' are:
1. Hierarchical organizations that the top managers have all the power.
2. Corporate inertia. It is embedded culturally, mental models, paradigms, which creates fear of change and vulnerability. New ideas, thus, are disempowered. Socialization since childhood is part of the problem.
3. People in the lower parts of the hierarchy are not ready for this change, so freedom is wrongly taken. Ethics within their decisions is also a problem. Having autonomous people is not easy.
4. Some people are not ready to answer the question what you really want to do with your live. Thus, aligning the vision of the company with the personal passion is not easy.
5. Credibility: if we want people to join a new company, when people here the style of leadership and this alternative structure, probably they wont believe us.
6. People with the skills needed for this alternative type of company. People are accostumed to work in 'boxes', thus this is a problem.
7. Tradicional mental model in the sense that are normally socialized to 'receive orders', thus we must change that to a more proactive approach.
8. Higiene motivators: people normally are expecting money, material things as motivators, and this type of company will work with a different setting.
Develop the three pillars:
1. Alterity and Dignity, or dignifying the other in everything that you do.
2. Non-ideological Stances, or, that the corporate space is always under scrutiny.
3. Social-Obligations, which broadens corporate social responsibility frameworks including human sustainability that permanently actualizes being human.
a. credibility builing will be overcome by 'exprience it for a day' kind-of-invitation. Newcomers will have the possibility to come to the company and 'work' for one day. after taht, worth of mouth will help increase the legitimacy of this approach.
b. Skills: all the skills that anyone has will be valued and contextualized, hence a portfolio of skills will be created, and a repository of skills.
c. Role playing: since authonomy is a problem, by using this pedagogy people will start knowing that they DO have power.
d. paradigms change: team work benefits all so money is not the only motivator. actually is not an intrinsic motivator. Flexibility, self-government, and 'every day is friday', so people wont get sick on sundays.
e. Freedom and patience: this needs a 'learning-curve', thus the organizational structure must be highly maleable to allow for this to happen over time.
More humaness emergence everywhere. A more authentic and passionate workplace.
a new type of development. more sustainable and fair.
breaking paradigms helps that people will start changing their behabiours towasrds a more open and solidarity to others.
An outcome will be a collective psyche, eroding the actual 'individualistic ethos' that exists today.
Diversity, cultural diversity
The traditional structure with hierarchies and layers must be broken towards a more holistic one, which will generate a more humane society.
In any order, the steps to be taken are:
- Dialogue as a tool to start acomodating and debating how to create a 'organziational space' that is benefitial to everyone. Trust, respect, transparency ought to be part of the equation.
- Identify the 'natural' talents, passions and authenticities of all the workers so human flourishing will start ocurring in a faster pace everyday. Hence, different-way-of-thinking groups ought to be formed (preferably no more than 12 people), and these groups with these type of structures will promote more human flourishing.
- Every worker knows his/her responsibility of the finantial issues of the service/product generated. If he/she generates more value added (profits) to that service/product will be redistributed specially to the person and/or group (the group is the one who decides), and this added profits is not going to the company.
- These small groups, one person will 'lead' the group every month. They must wrok to become real his/her dreams every month (which ought to include his/her family or SOG (Significant other groups).
- Developing a culture of accepting mistakes as a important and useful tool for learning (personal and organizational). Mistake-driven learning is armed with trust, confidence. All of these promotes and actualizes personal empowerment.
In terms of leadership styles:
- Every leader must transform others, from a humanistic perspective. The 'natural' outcome of this is that more leaders will emerge across the whole organizationa.
- At the beginning leadership will rotate among several workers, but in the short future everybody must have short/long term leadership roles (within a democratic organizational space).
- Nobody can motive other person, but must creat an space where everybody, freely and disinterestedly, can flourinsh in the organizational space.
- With all being said, emotional inteligence will emerge more rapidly, deeply across the whole workforce.
- In every group should occur four types of persons: the one that have the techincal skills (knowledge), the one that has the passion, the one that wants to learn and the ones that is totally ignorant on that specif issue needed. by these teams working together, everybody will get impregnated of the other, so a hoistic worker will emerge that will impreganate other areas of the company.
This was done by students of the Leadership class at Universidad EAN. The list is long, more than 30 students. They read the Cheat paper and made comments during one session.