Posted by OrganizationBuilders.

Bullfrog: attention points in GlassFrog

If you practice self-organisation, you'll recognize that allocating time across responsibilities can be challenging. Whether for your own roles or other roles in the circle, having guidelines on how much time to spend on ongoing duties can help divide time and set priorities. This blog introduces on a solution to organise this as well as a software tool to support it. 

Little over a year ago we supported The Mobile Company, an Amsterdam based developer of mobile apps, in implementing Holacracy. They are picking up serious speed, testimony of which is an in-house developed app that connects to GlassFrog. One of the tensions TMC wanted to process is the allocation of resources. We shared the concept of 'Attention Points' which allows Lead Links to allocate attention points to roles, acting as a guideline on how much 'effort' Partners should spend on each  role. See below example (part of OB governance) of such a policy.

The TMC tool connects to the Glassfrog Api to download all People, Circles and Roles. A web interface allows logged in users to administer and review Attention Points per RoleFiller and Sub-Circle. As GlassFrog does not foresee in this functionality, and manual administration is cumbersome, this tool is the perfect solution. The tool is available from GitHub where installation instructions are also listed. 

OrganizationBuilders Attention Points policy

This policy defines a new type of currency for the organization, called "Attention Points" (or AP's for short). Attention Points will ultimately get allocated to a role, to "fund" the role with partner attention. A role allocated 100 Attention Points indicates the ideal attention for that role equals one full-focus partner in total; 200 AP's means the ideal attention is that of two full-focus partners, while 50 means the ideal is half of a full-focus partner's attention. 1 points is equivalent to roughly 1-2 hours per month.

No partner may dedicate more focus to a role on a sustained, ongoing basis than is called for by the allocated Attention Points and is requested to signal the difference to the circle's Lead Link. 

Only the Lead Link of the circle adopting this policy may create new Attention Points, and once created they become a resource of the circle, similar to a cash budget. The partner or role that owns/controls Attention Points may allocate them to a role to fund desired attention within the role, or may transfer them to another partner or role to so allocate. Once allocated to a role/circle, Attention Points may be unallocated and reallocated by whatever role/partner allocated them in the first place.


New Coach at OrganizationBuilders

On July 28, Pieter joined Koen as OrganizationBuilders' second Dutch certified Holacracy Coach. Pieter has been practicing Holacracy since mid 2016 and embarked on a certification journey in January this year. 

certified holacracy coach pieter wijkstra

In March he became certified Facilitator and improved his skills under supervision of Koen at selected Dutch clients. In June, Pieter participated in HolacracyOne's Practitioner training in London. For OrganizationBuilders this is a great step towards improving our support capacity and quality; Pieter will be supporting various clients in the Netherlands. 

How Lead Links lead

A Circle’s Lead Link inherits the Purpose and any Accountabilities on the Circle itself, and controls any Domains defined on the Circle, just as if the Circle were only a Role and the Lead Link filled that Role.
— Holacracy Constitution 4.1, article 2.2.1
One of a Lead Link's main accountabilities is assigning Roles to those he sees best fit for the job

One of a Lead Link's main accountabilities is assigning Roles to those he sees best fit for the job


Seen from above, the Lead Link is the person to whom a Circle assigns a set of accountabilities for him/her to organise. In this context organising means assigning roles: the Lead Link is the only one in the Circle who can assign roles. The Lead Link can do so at his discrepancy.

In practice

A Lead Link is the closest you can get to a traditional manager in Holacracy. He behaves similar to a traditional manager in many things:

  • Establishing performance metrics
  • Maximising Circle performance 
  • Monitoring Circle member performance
  • Defining Circle strategies

However, a Lead Link has only two unique tools to help him. First, he can reshuffle Role assignments if he believes moving Roles between team members will improve performance. Second, he can publish Strategies which serve as a guideline for each Circle member in prioritising work. Other than that, the Lead Link can use the tactical and governance process just like any other team member may. 

Filling a Lead Link Role is hardly ever a full time job; usually a Lead Link fulfils one or more 'regular' Roles in the Circle too, placing him far more in the midst of the team rather than above. 

Additional information

Contrary to the traditional manager, a Lead Link has far less authority. First, a Lead Link may only influence the prioritisation of Circle Members' activities, he cannot step in and direct how Circle Members should work. Nor does the Lead Link have any explicit authority to 'sign off' or 'approve'  any work done by Circle Members.

Note that, to safeguard the Circle from (accidentally) transforming the Lead Link to a traditional manager, no accountabilities may be added to the Lead Link Role. Period. For similar reasons, a Circle's Lead Link may not be elected as Facilitator or Rep Link. The Rep Link in itself is also meant to 'balance' the Lead Link; it is the Lead Link who represents a Circle in the Super-Circle. Think of the Rep Link as the 'upward channel'  whereas the Lead Link is a 'downward channel'.

For the Lead Link, assigning Roles is an ongoing activity and he can do so outside of Tactical and Governance meetings.

The Lead Link is assumed to fulfil any unassigned roles. Remember: The Lead Link is assigned with the accountabilities of the Circle, so if he opts not to assign a Role then who else is accountable?

A Circle's Lead Link is assigned by the Super-Circle's Lead Link. (seen from the Super-Circle, any Sub-Circle is a Role)

Relevant articles: 2.2, 2.4, 2.5.1, 2.6.3 


Things the Role may exclusively control and regulate as its property, on behalf of the Organization
— Holacracy Constitution 4.1, article 1.1(b)


A circle can establish a domain if it wishes to regulate access to something within the circle's control. It can be anything: an asset (all the heavy-duty machinery), segments defined by the organization (customers located in the Netherlands), activities (maintaining IT hardware), intellectual property (Logo) and other things. 

National parks are open to the public, provided they pay entry fee and comply with park regulations. Park rangers ensure visitors adhere to this. 

National parks are open to the public, provided they pay entry fee and comply with park regulations. Park rangers ensure visitors adhere to this. 

In practice

Controlling and regulating does not imply no one may use/access the domain other than whoever holds the domain. It means he/she oversees the access and usage of this item and anyone wishing to access/use it must ask his/her permission. A domainholder has the duty of processing such requests, even over executing other work. 


Granting permission on an individual basis can be cumbersome and may introduce unncessary delays. Hence the opportunity for the domainholder to publish policies which stipulate the conditions under which (certain) people may access the domain without domain holder approval.

Additional information

Within a circle 'All functions and activities' is also considered a domain. This implies the circle can establish policies regarding the work that the circle does. (Sample: 'all social media outings must mention the name of the organization'). 

If a domain is delegated to a subcircle that choses not to delegate it to a Role within this subcircle, then the following applies:

  • Establishing policies for all circle member is done via governance in the subcircle
  • The circle's lead link may establish policies in the Supercircle

Relevant articles: 1.1.(b), 2.1.2, 2.1.3, 4.1.2(c), 4.1.3(a)

The Responsibility Poem

Charles Osgood is best known a 1930's radio and television commentator from the US. In addition to his radio and tv work he wrote columns and published several books. Recently, his 'Responsibility Poem' was brought to our attention. It is a beautiful little poem that (Whether in a self-organization context or not) illustrates clearly how important it is to make responsibilities extremely clear and transparent!

There is the original, and a condensed form. Both are great so we've decided to include both.

Condensed Version

There was an important job to be done and Everybody was sure that Somebody would do it. Anybody could have done it, but Nobody did it. Somebody got angry about that because it was Everybody’s job. Everybody thought Anybody could do it, but Nobody realized that Everybody couldn’t do it. It ended up that Everybody blamed Somebody when Nobody did what Anybody could have.

charles osgood

Full Version

There was a most important job that needed to be done,
And no reason not to do it, there was absolutely none.
But in vital matters such as this, the thing you have to ask
Is who exactly will it be who’ll carry out the task?

Anybody could have told you that Everybody knew
That this was something Somebody would surely have to do.
Nobody was unwilling; Anybody had the ability.
But Nobody believed that it was their responsibility.

It seemed to be a job that Anybody could have done,
If Anybody thought he was supposed to be the one.
But since Everybody recognized that Anybody could,
Everybody took for granted that Somebody would.

But Nobody told Anybody that we are aware of,
That he would be in charge of seeing it was taken care of.
And Nobody took it on himself to follow through,
And do what Everybody thought that Somebody would do.

When what Everybody needed so did not get done at all,
Everybody was complaining that Somebody dropped the ball.
Anybody then could see it was an awful crying shame,
And Everybody looked around for Somebody to blame.

Somebody should have done the job
And Everybody should have,
But in the end Nobody did
What Anybody could have.


Tactical meeting variations

We frequently get feedback that Tactical meetings follow a strict process. Which is true – you can read it here (Article 4.2.3) as it is defined in the constitution. And it is not true – in this blog posts we want to share a couple of variations you can use within this process.

Lets take the meeting process step by step. And remember it's up to you to decide how you want to fill the tactical time you have as a circle.

The check-in

  • Min: Just give a thumbs up, a quick nod, say “check”
  • Max: Meditate for a minute and then share what got your attention

The pre-amble: checklists, metrics & project updates

It's there to build together a 'radar overview' of where the circle stands. But actually you could just skip-it. You have the option to include check-lists, metrics, project updates – but if they are not there then just let it go.


By constitution are just quick yes/no’s. if you need more then maybe add it as a metric? Or it benefits better to be at the agenda. You could just trigger that with a checklist saying something like “is there news on topic X which I will put on the agenda to process?”


  • Min: just share the numbers. Or not even that. Just show the dashboard on the screen and have people read it for a couple of seconds after which they can just by themselves add tensions to the agenda.
  • Max: role by role you give the metrics number from the dashboard and add a couple of comments to it why the number is the number – share what you believe is really interesting for the circle to know!

Project updates

  • Min: Say “no updates” or "will share info/need/action/... in separate agenda item"
  • Max: go project by project and really share the highs/lows of the progress you made. Typically amazing things happen when you are transparent about things that are not going so well.

Processing tensions

  • Min: Say "I want to inform the group that I have taken the following action ... "  - no discussion.

  • Max: Use the time to facilitate a group discussion on a particular topic. For these discussions it is very important to assure that spending this time adds value (is likely to) for all participants. If the topic only concerns a few of the participants, it is a better idea to book dedicated time for this topic outside of the tactical meeting.

Closing round

  • Min: "Great meeting"

  • Max: Lengthy reflection, possibly introducing new bits of information. 

Is this variation not yet enough for you? Then two more suggestions:

  • Anything that happens in the tactical meeting can be done outside the tactical meeting. You can share your metrics online, work out loud with a continuous stream of project updates on an open communication platform, and solve tensions as they occur between roles.
  • Check for example the Scrum app on the Holacracy Community Of Practice on how to adapt the tactical meeting to sync with a scrum way of working.

What are holacracy roles?


A "Role" is an organizational construct with a descriptive name and one of the following: a Purpose, one or more Domains and one or more Accountabilities.  - Holacracy™ Constitution 4.1, article 1.1
Are there prizes for best roles? 

Are there prizes for best roles? 


Roles are the 'building blocks' of an organization. Together, they represent all the activities that are performed in an organization. Individually, they show the lowest level at which accountabilities are grouped - so they can be assigned to anyone in the organization.

Circles (teams) can be formed by grouping multiple roles toegether: the resulting circle then operates one level below the original circle. Seen from the original (the 'super-circle'), this 'sub-circle' is is a single role which is represented by the sub-circle's Lead Link and rep link. 

In practice

A single person may fill multiple Roles at the same time and a single Role can be filled my multiple individuals. Filling a role comes with a few explicit responsibilities:

  • Processing tensions into meaningful governance
  • Processing purpose and accountabilities into work
  • Tracking the status of work and tensions

Besides responsibilities, a Role comes with authority:

  • Authority to execute any action you believe fits your Role's purpose or accountabilities
  • Authority to control and regulate any Domain delegated to your Role

Amending a Role's purpose, domains and accountabilities is a major aspect of a Circle's Governance process. Assigning roles is not part of the governance process: this is an accountability of the Lead Link and hence falls under 'regular' work which he can do outside of meetings. If he does not assign a role to anyone, the associated accountabilities are his responsibility. 

Roles assignments may be done for a focus area; specifying a certain area of operation for which someone fulfils the role. An example is an "Editor" role, filled by a Spanish native for Spanish articles" and an English native for English articles.

Relevant articles from the Holacracy Constiturion: 1.1., 1.2, 1.3, 1.4, 2.1, 2.2.

Holacracy Forum: Koen's takeaways

Amsterdam was the scene of the first ever Holacracy forum. A 100+ Holacracy pioneers from across the globe joining for a 3 days to exchange expertise and share their organization passions. And at the same time celebrating the 10 year anniversary of Holacracy. OrganizationBuilders founder Koen Veltman reflects on his main takeaways:

The diversity of Organizations applying Holacracy is incredible

This three-day event really strengthened the sense of community between Holacracy practitioners. Most of us have been exchanging ideas and messages online or haven’t seen each other since the first training.

Expertise is emerging AND there is so much more to experiment with

To just name a couple of examples: we had presentations on different compensation models, on onboarding new employees, on how to align resource allocation supported by great technology integrations and on links with well-known approaches like GTD.

At the same time this still feels like we are only at the start of all the possibilities there are to tailor solutions on top of the Holacracy operating system. We recognize we are all still pioneering and experimenting with developing the supportive “system” for a full self-organized organizational ecosystem. Sometimes this task feels a bit daunting, but most of the time its excited to tension-by-tension evolve our understanding of self-organization.

Implementation is my personal passion

Holacracy is a well defined model. Of course its just version 4.1 and 5.0 is already in the making. What attracts me the most is the approaches to make the transition from a traditional to a self-organized system. So many different organizations are on this path. And each organization taking a different approach to implementation. From the first meetings to how you anchor your formal processes into Holacracy as well and beyond.

"Holacracy allows me to treat people as adults"

On Monday, engineers from the City of Amsterdam were offered a unique opportunity to learn from Michael DeAngelo, who leads the Holacracy experiment at Washington Technology Solutions. WaTech is the shared service center for the state of Washington, home to tech giants like Microsoft, Amazon and Boeing, which makes it one of the world’s most important tech hubs.

Attracting talent in these places means making opportunities stand out against some of the most attractive and well-paid jobs of today. Exactly this challenge drove Michael, deputy director, to look for ways in which WaTech could turn public service work an equal alternative. Research on career attractiveness showed that for ±80% of today’s workforce autonomy was an important driver in choosing an employer.

At the same time, Michael learnt about Holacracy from a local tech start-up and, although the ‘remember me’ post-it sat on his computer for over a month, he instantly felt it could allow him to ‘organize autonomy’ at WaTech. After several months of piloting with one team, WaTech started an experiment with 150 participants and support from Harvard University to measure the impact against a control group.

Michael showed us WaTech's current governance, which is open to the public (link)

Michael showed us WaTech's current governance, which is open to the public (link)

At this moment, even though the quantitative data is still lacking, WaTech has already decided to fully approve Holacracy as an equivalent to the management hierarchy, meaning any team is free to use Holacracy or not. The impact WaTech was able to measure is mainly operational: decision speed went from 20 down to 2 minutes. On the governance side, surveys show employees experience higher empowerment (up from 60% to 90%) and indicate a higher intent to stay. It’s too early to say whether the latter holds true in practice, but it’s definitely a promising step up.

From his experience Michael was able to share many challenges and conclusions, the most insightful ones being:

Did all teams make a successful power shift? “Some did not: the key enabler here is the type of leadership practiced by the (former) manager, more so than the age.”

Did Holacracy make you more efficient? “For two circles it was decided not to hire generalists after managers left the company. One circle indicated they could do without and rather hire a specialist to add specific skills. The other circle still has a vacancy…” and “Before implementing Holacracy I spent 80% of my time on ‘other’ stuff that required my manager input, now I spend 80% on content related stuff.”

Does Holacracy take extra time? “Technically, it does: Operational meetings replaced our regular meetings so Governance are extra. At first we spent considerable time here, but 1 year on: governance is no issue any more: we just do it”

Do you find it harder to speak about careers (and underperformance) with employees? “Holacracy allows me to treat people as adults”


Michael showed a graph that clearly indicated almost all WaTech teams experienced challenges at some point, but 'over time they all managed to climb out again'.

Michael showed a graph that clearly indicated almost all WaTech teams experienced challenges at some point, but 'over time they all managed to climb out again'.

David Allen: Getting Things Done in Amsterdam

On Monday we attended a presentation by David Allen at the Municipality of Amsterdam, for a group of 80 employees from the engineering division. David introduced the five key elements behind his Getting-Things-Done framework:

  • Capture everything that has your attention
  • Clarify what this means and whether it is actionable
  • Organize all items to where they belong
  • Reflect on what you are doing/have to do on a frequent basis
  • Engage trust the above leads you to the right things to right now - and do them!
David introducing Getting Things Done

David introducing Getting Things Done

David is an extremely engaging speaker

David is an extremely engaging speaker

Hearing David reflect on his own framework was great: he is inspring, brings many examples and with a few quotes broadens your understanding, even if you're an active practitioner. A few examples:

Organizing is about meaning matching location: you need to decide on a place for the spices and then you need to put them there. If they are not, you're distracted and if they are you know things are right because if feels right:

"In my kitchen, spices are organized when they are where spices go."

In David's experience, reflecting is one of the most important aspects of Getting-Things-Done. Keep doing it on a regular basis in particular is essential, people often choose for weekly intervals but this is subjective:

 "Review as often as necessary to get it off your mind"

When David learnt the City of Amsterdam was experimenting with Holacracry, he offered to support 'his town' by introducing Getting-Things-Done: David and his wife moved to Amsterdam three years ago from Santa Barbara, California. They are very happy with their new home; David is even learning Dutch and he's recently launched a new Dutch edition of his book. We strongly suggest getting your hands on a copy! 

Copies of the new Dutch edition

Copies of the new Dutch edition

David signed copies of his book

David signed copies of his book

Back to Home

Celebrating our first anniversary

In may 2016 OrganizationBuilders was founded by Koen Veltman, with the support organisations in making successful self-organisation journeys. Starting from scratch as a one-man company, we are now a collective of six.

We have welcomed the support from many diverse clients in the Netherlands and are proud that, over the course of one year, we have also had the opportunity to work with organisations in Switzerland, Denmark and the UK. We realize these organisations have taken a huge step by adopting self-organisation and are committed to supporting them for the foreseeable future.

In addition to our implementation services, we have setup regular taster workshops which offers an opportunity to experience self-organisation hands-on and discuss any issues or questions that arise. Our newsletter offers insights, interesting reads and event notifications to both practicing and orienting professionals. And this summer, we will host the first series of our in-depth Academy modules for practitioners. 

Our first anniversary is reason to celebrate but also to express our gratitude to all of those who made it possible: we hope this is the start to a self-organizing future for both of us: thank your for your confidence and support!

OrganizationBuilders partners.png

Launching an Academy

We're proud to announce new events to our programme list: we are launching a self-organization training Academy for our clients this summer!


Our Taster workshops have proven itself as as an introduction for anyone considering self-organisation and will certainly stay on the menu. But we're adding events that are catered towards people who have already started or in the planning stages of an implementation.

The first three trainings are Change ArchitectLead Link and Facilitator. All three trainings were developed based on experience with many clients and have been tested in our implementation projects. The last two trainings are designed specifically for active practitioners. The first academy dates are:

  • Change Architect 21 juni
  • Lead Link 5 juli
  • Facilitator 21 juli

We believe they offer great value for anyone practicing Holacracy and willing to deepen their knowledge and skills. As proven by our tasters, these get-togethers also offer an opportunity to exchange ideas and thoughts on Holacracy and self-organization. That's why we hope to see  many enthusiasts!

More to follow in the coming weeks - feel free to get in touch if you want to know more already. 

Amsterdam Meetup

On February 6th, online educators Springest hosted a Holacracy meetup at their offices in downtown Amsterdam. Springest was one of the first European companies to adopt Holacracy and has been practicing the organisational model since 2012.

These meetups have become regular events for people interested in learning more about Holacracy. With HolacracyOne holding a Practitioner Certification Training in Amsterdam, Brian Robertson was able to join. OrganizationBuilders, represented by Koen Veltman and Bob Schipper, was present too. 

If you're interested in attending one of these Meetups then sign up for our newsletter below. Our agenda section typically covers all events in the Amsterdam Region. 

HolacracyOne founder Brian Robertson discusses Holacracy with the audience.

HolacracyOne founder Brian Robertson discusses Holacracy with the audience.

Taster Workshop in Amsterdam

On January 27th, we held the first Holacracy Taster event of the year. The venue was Loetje aan 't IJ in Amsterdam which has become the standard venue for these events: reachable both by car and ferry from Central Station. Overlooking the port, the newly developed areas and all the way back to the old city, it's simply an inspiring location in itself. 

The group consisted of professionals from various backgrounds: a safety and quality manager, a CEO of a startup, an organizational consultant, strategists and web developers - all interested in introducing Holacracy to their companies or colleagues. 


Koen gave an introductory presentation on Holacracy and self-organization and gave all participants the opportunity to express their questions, remarks and ideas about the matter upfront. The group was then split into two smaller groups, each of which was given the assignment to build a city using Lego. Through Tactical and Governance meetings the groups experienced the basics of collaboration in a Holacracy.

When the construction had completed, there was a joint discussion and a Question and Answer session on Holacracy itself and on possible implementation processes for organizations. Finally, there were of course drinks at the bar for the final reflections.  

Holacracy supports growth at Web1on1

Over the last months of 2016 we've supported Web1on1 implement Holacracy. Web1on1 is a fast growing web development company based in Amsterdam. Web1on1 develops technology that allows website owners to discuss with website visitors right inside the browser.

The company is undergoing a strong growth in customers which also implies its employee base is growing. To ensure their organizational structure remains on par with the ever evolving reality, they turned to Holacracry. After a full Holacracy implementation supported by OrganizationBuilders they are now confident their organisational structure is ready for the future.

Find the case of Web1on1's Holacracy journey here

Compensation within Holacracy

So you've adopted the Constitution, defined circles, hold regular Governance Meetings, Tactical Meetings etc. The whole shabam... The old, static, job profiles and employee handbooks are a thing from the past which has been replaced by this awesome system that allows the organization to be shaped from within. Cool, you're all set to go!

But then someone realises the old compensation system might be due for an overhaul too. Because,  without job profiles, how are you going to establish salaries and secondary benefits? Does this apply to new hires, or is everyone's salary now up for review? Is that even allowed? And are we going to be as transparent about salaries as Holacracy is on the Organization itself? 



Above were the topics for a lively Discussion hosted by OrganizationBuilders for the client community, of which 6 different companies were present. The basic Holacracy system defines nothing related to compensation and different companies have adopted different strategies to deal with compensation in a new (and ever evolving) reality.

Through several cases, Koen Veltman presented various options implemented elsewhere, the issues they resolved and the questions they presented. Amongst these were the add-ons (Apps) that ave been proposed to support decision making in a Holacratic organization, the ARCA Compensation App and the Badge Based Compensation App, but also alternatives developed and practiced within other Holacratic Organizations. 

What followed was a lively discussion, to which different participants shared different insights, thougts and experiences. Transparency was an important item: one company did indeed give maximum transparency on compensation, but only after a aligning this through an ingenious internal alignment system. One participant was in the process of validating the legal situation of the new job profiles, both to the Company and the Employee. An interesting direction was the idea that equal salaries for everyone would be a great solution, to which several examples followed of (not necessarily Holacratic) organizations where at least bonusses and profit sharing was fully equal amongst all employees. 

Wondering about compensation in relation to your Holacratic Organization, then feel free to reach out to OrganizationBuilders via the Contact page. 

Glassfrog updates announced

HolacracyOne, the company spearheading the Holacracy movement, announced updates to their software tool GlassFrog today. The largest changes are:

  • Habits support program: bitesize pieces of information to support your Holacracy journey
  • Live support using chat
  • Lower pricing: premium accounts now cost $6 per seat (down from $9)

The announcement was made via a webinar to the global Holacracy community and later shared via YouTube. See below links to learn more.

Medium Article: link

YouTube Video: link

Forum 2017 in Amsterdam

In 2017, Amsterdam will host the annual Holacracy Forum. During this 3 day event, which is only accessible for practitioners with over 6 months experience, participants will get the opportunity to develop their Holacracy skills by learning, discussing and practicing self-management techniques. 

The 3 day event, will take place from May 10-12 and will feature several renowned speakers. These include HolacracyOne founder Brian Robertson, the man who started the Holacracy movement, and David Allen, the man behind the productivity technique Getting Things Done and author of the bestselling book on the technique. 

For more information, visit the event's website

How Zappos started with Holacracy

Hear Zappos Implementation Lead Alexis Gonzales-Black tell how Zappos commenced their Holacracy journey. In this podcast, she recalls how Zappos CEO (at the time) Tony Hsieh explained why he wanted the company's organisational structure to resemble that of a city, rather than a traditional management hierarchy. 

For Alexis, working in an HR role at the time, it would prove the trigger for a drastic career change. After co-leading the Holacracy transformation at Zappos, she moved to organisational consultant IDEO where she is now a consultant advocating Holacracy and the movement. 



Taster dates for 2017 Q1

OrganizationBuilders is happy to announce 2 Taster Workshops on January 27th and March 2nd. During these half-day workshops we will explain the basics of Holacracy followed by an interactive session in which all participants work together in a Holacratic organization.

Whether you are curious about Holacracy in general or contemplating implementing Holacracy in your organization, these workshops are an excellent way to experience Holacracy hands-on. More information, including a registration form, can be found on the Events page on our website.