Webinar on Holocracy - Agile

Excerpt from "The Limits of Company Values" [holacracyone.acemlnb.com] article:

"Earlier in my entrepreneurial career I set out to build a values-driven company, where deep human values would shape the culture and help define the organization. I’m not talking about the corporate value statements you see posted on the walls of many large companies today. More often than not, those have little bearing on day-to-day operations — they’re more corporate marketing material than anything deeply authentic to the culture, and I find myself generally wary of any values statement that comes with graphic design. I wanted to build a company where the values didn’t need to be posted anywhere, because they were alive and real in the culture every day, and everyone was crystal clear on what they were and what they meant.

"To get there, I spent many hours with the other founders of the company I was building at the time, uncovering and articulating the common values we held most sacred. As the company’s CEO I worked very hard to instill these into the organization and its culture. And whatever other pitfalls I fell prey to as a leader — and there were plenty — I think it’s fair to say I did this part quite well. Everyone in that company could name the four core values, describe what they meant, and share examples of how we lived them. We consciously drove our decisions by these values, and did our best to build the culture around them — and doing so led to a more meaningful workplace and a more tight-knit community of authentic, like-principled individuals. I believe it helped the organization thrive for many years.

"So when I stress the downsides of defining and articulating values for the organization, it is coming from a place of great appreciation for the power of doing so — in fact it was through the success of that approach that I began to discover its dark side."

More at https://blog.holacracy.org/the-limits-of-company-values-89ddd4250c52