Art of Doing Talk at SXSW ’14: “The Power of Failure” Monday, March 10 Austin TX

We’ll be speaking at SXSW Interactive Conference, Austin TX, March 10th

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What happened to Momofuku’s David Chang before he became a foodie god? What drove Zappos’ CEO Tony Hsieh to create one of the world’s greatest company cultures?

The high achievers we interviewed for our book failed more because they tried more. And because they tried more, they’ve been able to succeed at goals that they may have never imagined possible for themselves. In our talk at South by Southwest Interactive ’14 we’ll discuss some of the science and art of failure—everything from frivolous failures to 9/11—to find out how some people collapse in the face of failure while others use it as motivation.

Join us and/or spread the news. Follow us on Twitter to get reports from SXSW14. Continue reading “Art of Doing Talk at SXSW ’14: “The Power of Failure” Monday, March 10 Austin TX”

No Managers Required How Zappos’s is Ditching Old Corporate Structure for Something New

After making its move to the new downtown Las Vegas campus as part of Tony Hsieh’s Las Vegas revitalization quest, Zappos is making another radical change.

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After making its move to the new downtown Las Vegas campus as part of Tony Hsieh’s Las Vegas revitalization quest, Zappos is making another radical change. 

No more job titles. No more managers. No more hierarchical decisions. By this time next year, Zappos’s 1,500 workers will be organized into something called a holacracy.

Holacracy is a little known organizational management system that’s is gaining a toehold in the business world. Zappos, so far, is its biggest adopter. Holacracy takes its name from the Greek word holos, a single, autonomous, self-sufficient unit, that is, at the same time, dependent on a larger unit. Think of a human cell’s relationship to the entire body.

Brian Robertson, founder of HolacracyOne and advisor to Zappos and other companies on how to adopt holacracy describes human beings as sensors who observe errors and inefficiencies in systems, and can intuit possible fixes. He describes the gap between what is (current reality) and what could be as a “tension.”

In traditional corporate hierarchies Robertson found that employees who observed inefficiencies or had ideas for improvements would have to go to a boss, who would go to their boss, who would go to their boss and so on. Often this critical information that could lead the company to meaningful change simply slipped through the cracks.  “When there is lack of clear and effective channels for processing tensions,” Robertson says, it can leave people frustrated, burnt-out, and disengaged.

So how does holacracy work?  Continue reading “No Managers Required How Zappos’s is Ditching Old Corporate Structure for Something New”