Hack:
The Human Revolution @ The Revolving Organisational Council (T.R.O.C.)

Leaders must work hard to understand the values and opinions of their employees and position themselves amongst and not above them; this will negate the notion that they adopt any form of top-down management strategy.
They must also demonstrate the qualities of emotional intelligence, integrity and empathy and be effective at making things happen for other people.

It is critical that leadership ensures mission statements, values, goals, strategic direction and objectives are mutually agreed.  There must be a shared vision and mutual trust between management and employees. Organisations must also signify to their employees ‘what success looks like’ and instil open communication systems that will build trust, clarity and true value with an agreed set of organisational benchmarks.

Benchmarks should be made up of both tangibles (such as the achievement of sales and profit targets; what I like to call natural outcomes) and the most important intangibles of trust, responsibility and innovation. 

Employees must be made to feel part of the solution and not part of the problem, leaders must encourage autonomy and enable discretion, within an agreed set of benchmarks over how someone manages their job tasks as this will convey a feeling of control and enable employees to speak their mind on any organisational issue.  

To enable my vision to be conceptualised organisations must implement an innovative program which I named The Revolving Organisational Council.  To further enable workforce potential to be extracted I also advise job rotation and the implementation of a company passport model.

 The programs will work as follows:

1. The Revolving Organisational Council (T.R.O.C.)

•  Organisations should have an extremely flat structure this will be made up of a Chief Executive Officer and a Senior Executive team that oversees day to day tasks within their departments and implements the direction and objectives as set by council.

• All other positions are based on the attainment of training standards with pay rates matched to qualifications.

• The organisation will have five tier levels of accountability each with pay rates to match.  In essence the aim is not about job availability but up-skilling via training thus creating a win-win scenario for both employee and organisation.

• The CEO is the facilitator of the revolving council and will be the only constant member.  Senior Executives are not permitted onto council as their primary role will be to deliver the objectives as set by council.  They will also provide a monthly report to council on the implementation of the objectives and the impact that they have on organisational performance.

• The council is made up of a single member from each organisational department with each member being voted onto council by their work colleagues.

• Voting is held annually and no member - with the exception of the CEO - is permitted to remain on council for a further term, but can be voted back on to council after two years has elapsed.

• Organisational benchmarks ratios are distributed to employees monthly and will include all performance related results both tangible and intangible.

• The council meets monthly and discusses benchmarks with its main objective of protecting strengths and offering solutions to overcome weaknesses.  Weaknesses must be discussed amongst departmental colleagues prior to the council meeting; this will have the added benefit of total employee participation.  Departmental meetings are chaired by each council member and held monthly with a strong emphasis on the discussion of benchmark ratios and general business issues.

• The council is responsible for governance of the preset mission statements and organisational values.  It will also determine and implement the annual objectives which will include financial budget plans and set intangibles.  Further council responsibilities will include the setting of pay rates, creating, implementing and managing of all policies, procedures and processes.

• Democracy is essential to the process with all decisions unless legal compliance necessitates, going to the vote of the council.  Each council member has one vote, the CEO as the facilitator has no voting rights, can veto, but must present his reasons to council.  All minutes including financial statements from council meetings are distributed to all employees who have a right of reply via council.

  2.  Job  Rotation and Company Passport

• The CEO and Senior Executives will be the only constant organisational positions.  The organisation will not have any other employee in a single role for longer than 18 months.  The development and attendance at training programs that will up-skill employees will be compulsory.  Attainment of a qualification will be stamped into the employee company passport, the main focus of which will be attaining the required qualifications to undertake your next role or advance to a higher organisational tier.