Presenting Human Sigma Made in France, The Communication Zone and Holacracy

1. Curriculum Vitae – March 2010
Simon PENNY tells the “Human Sigma Made in France Story”:
France™
Twelve months ago I was “suddenly & unexpectedly” made redundant by Hertz Europe when the Corporate Customer Experience Program for
Experience
which I was the Director of Mobilization, Communication and Learning was indefinitely postponed due to the economic crisis.
Extremely motivated by the Customer Experience concept that the Hertz Corporation was pursuing and inspired by the Program Champion's vision
and theatre approach, I decided that I would continue working independently on my vision of building an integrated customer & employee
experience by using storytelling as a tool to deliver strategic initiatives in real time.
I set myself the double objective of building a concept that firstly I would be proud to present to the Hertz Customer Experience Champion and that
proud
secondly also satisfied all the “HR Branding” requirements essential to Hertz's quest to become a “First in Class Employer of Choice” in the rental
car industry.

2. My concept is called Human Sigma Made in France™ and is about overlaying the same basic business processes of Lean & Six Sigma onto the
human systems of the business by providing a consistent method to integrate and monitor the effectiveness of the “employee-customer” encounter.
A new operating system - Holacracy - provides the disciplined process necessary to manage and improve this experience - engaging employees in
the process which is laid out as a story which writes itself in real-time as strategy evolves.
I set myself the objective of building an employee engagement concept that would be something that I would be proud to present to the Hertz
Customer Experience Champion and that also satisfied all the “HR Branding” requirements essential to Hertz's quest to become a “First in Class
Employer of Choice” in the world wide rental car industry.
Hertz Corporation HR Branding objective:
The Hertz Corporation is the world's largest general use car rental brand, operating from approximately 8,100 locations in 147 countries worldwide. Hertz is the
number one airport car rental brand (RAC) in the U.S. and at 69 major airports in Europe, and operates both corporate and licensee locations in cities and
airports in North America, Europe, Latin America, Australia and New Zealand. In addition, the Company has licensee locations in cities and airports in Africa,
Asia, and the Middle East.
Hertz also operates one of the world's largest equipment rental businesses, Hertz Equipment Rental Corporation (HERC), offering a diverse line of equipment,
including tools and supplies, as well as new and used equipment for sale, to customers ranging from major industrial companies to local contractors and
consumers through more than 360 branches in the United States, Canada, France and Spain.
Hertz is a 90-year old company with a rich legacy of industry leadership and service and with a mission to be the most efficient, high quality, customer focused
company in the rental markets the company serves and moves into. In support of this mission, company is undergoing a 2+year worldwide reorganisation
program (which commenced at the beginning of 2007) in order to operate more efficiently, as well as further improve customer service and employee satisfaction.
Employer of choice branding initiative The Company has a stated objective to become an "Employer of Choice" in order to both attract and retain the best
talent in the industry. The company has commenced a number of far-reaching initiatives to develop the company as a ' best in class' employer, and measures
employee views of progress through bi-annual employee pulse surveys. Furthermore, a specialist task force within the HR group is leading a Global Employee
Retention Project to address seven key areas relating to employee retention: Attracting new employees; Recruiting new employees; Integrating new employees;
Rewarding employees; Growth & Career Opportunities; Managing & Engaging employees; and Separating from employees.

3. To support this objective, the HR team would like to create one common identity — closely aligned with the overall identity of the global organisation — which
helps convey to both internal and external audiences worldwide that Hertz is indeed an exciting and rewarding company to work for.
Human Resources team branding initiative Also, as part of the overall global reorganisation of Hertz, departmental functions have been transformed to global
centre’s of excellence, whereas previously the functions operated on a country or regional basis The HR function is a key example of this initiative. Previously,
the HR teams in each of Hertz's company owned (corporate) countries have operated fairly autonomously, each with country-driven approaches to their own
markets, and with RAC and HERC teams operating separately. Now, however, as a result of the reorganisation of the HR function, all HR employees from all
countries across both RAC and HERC are part of one global HR team, which is organised into closely linked, pan geographic HR disciplines.
Now that the HR function has regrouped, it needs to create one common identity for the function itself so that its messages and visual manifestation are
consistent around the globe. Furthermore, this activity needs to form part of the larger employer of choice branding requirement.
The overall project objectives are two-fold.
Firstly, the team needs to help convey one consistent, vibrant and dynamic image of Hertz as an employer of choice to both internal and external audiences such
as job candidates and recruitment companies. To support this, the output of the project needs to help further cultivate pride of the company and foster
appreciation amongst both internal and external audiences (eg job candidates) that Hertz is an employer of choice.
Secondly, the team would like to communicate and convey HR as one function, one team and one voice, as opposed to individual practice areas each conveying
their own messaging. The HR function should be clear to the business, with one mission communicated in a fresh, lively and engaging manner. The aim is to
foster internal and external understanding of the HR function, its vision and its offerings.
In continuing my work, I have always held as objective that my final product must be able to be presented, in true theatrical style, to a client who
“plays the role” of the Hertz Corporation Customer Experience Champion or even CEO of Hertz. So in true theatrical fashion I ask you, when you
watch this presentation, to play the role of the Hertz Corporation’s Customer Experience Champion and to hither formulate any questions, queries,
concerns, satisfaction or delight that you may “experience” from this perspective.
Since leaving Hertz I have acquired two additional skill sets or qualifications as part of my plight to launch "Human Sigma Made in France™":

4. 1. Certified Communication Zone Facilitator - (USA – April 2009). www.interstrength.com
In May 2009 I was certified as a Communication Zone Facilitator – “A Common Language for Understanding Personality Differences”
The Human Sigma Made in France™" approach to understanding personality differences provides a common language for understanding our
natural personality diversity. Through this multifaceted approach, we can begin to understand how people have fundamental temperament
differences that can lead to “stands”, value agendas and fixed ways of interacting. These differences also determine how they learn, make
decisions, and develop. Our approach describes natural preferences that lead to various ways of perceiving and ways of deciding that are often
critical for an organization’s success, yet, if not understood, can be the primary source of miscommunications.
Effective application of this approach is not through a flavor-of-the-month workshop. It is not enough that people take a personality instrument and
find out their “type.” In fact, such use of instruments will probably have unintended negative consequences.

5. To be truly effective, this approach needs to be introduced in a strategic way that aligns with organizational objectives. It needs to be introduced as
a common language, available to all and readily under stood.
•Know Themselves — using the Temperament, Interaction Styles, and Cognitive Dynamics models
•Make Space for Others — by appreciating what others need in a communication and doing those things that don’t interfere
•Shift Their Communications — by communicating in the style the client most likely wants and using the words they most easily understand

6. 2 . Certified Holacracy Workshop Facilitator – (USA – January - 2010). www.holacracy.org
In January 2010 I became a certified "Holacracy" workshop facilitator. Holacracy is a new operating system for 21st Century Companies – Holacracy
provides the new meeting and decision making processes needed to successfully implement and integrate all current organizational,
transformational and developmental projects that Hertz sought to integrate into a Global Customer Experience Program managed as a theatre..
Customer
Holacracy is for me a way forward to total integration of all existing projects towards a final objective outlined in the Company’s Vision, Mission and
Value Statements.
What is Holacracy?
Holacracy is a practice for organizations that are looking to embed f
practice ooking flexibility and effectiveness in their core processes, such as meetings, decision
ity decision-
making processes and the organizational structure. The way in which Holacracy manages this is by combining an innovative syst system of meeting
practices with a number of operating principles. The result? A flexible and effective operating system with embedded adaptive capacity.

7. Who is Holacracy for?
Organizations that waste a Lot of energy and agility through ineffective meetings, unclear decision-making processes and a rigid organizational
Structure will have much to gain from Holacracy. Holacracy can make a difference in dealing with the following questions:
How do we make decisions? Who makes which decisions? How do we make changes in policy and structure?
Dynamic steering enables an organization to adapt quickly and flexibly to change in and around the organization. It does so by shifting the focus
away from predicting and controlling, toward building internal adaptive capacity, so the organization (-al structure) can deal with problems and
opportunities in a proactive manner. In this way, Holacracy enables a much more agile way of decision making; one that’s much more in alignment
with human nature. In fact, this way of steering the organization is quite similar to the way you steer a bicycle.

8. The essence of Holacracy: Dynamic Steering
Holacracy in practice: What’s in it for you?
When an organization or team has worked with Holacracy for some time:
1. It becomes more sensitive to internal and external change, so it takes less time to become aware of problems and opportunities as they arise.
And the earlier they show up on the radar, the sooner they can be dealt with.
2. It becomes more capable of rapidly integrating new insights and changes into all layers of the organization.
Holacracy facilitates the transition to a dynamically steering organization, by embedding into the structure of the organization the capacity to
effectively transform needs and tensions. Holacracy enables this by making it crystal clear who takes decisions on what, so there is explicit
agreement on how to deal with surprises as they occur. The result is that information and awareness flow naturally to those places in the
organization where decisions are most effectively taken.

9. Holacracy creates an organization able to learn, because tensions that arise from a changing environment are used as direct input into the
continuing development of the organization (-al structure). This process takes place at all layers, creating a resilient organization that embraces
change, rather than resisting and fighting it. Such an organization can be compared to an engine which actually becomes better and stronger as
sand is put in.
Holacracy:
 is about exploring a new tier of organization and culture that is only recently available to us and one that allows an organization to deal with
tensions as they arise.
 is a new organizational operating system that is a "Practice" not just a model or theory.
 It includes a more organic organizational structure and provides concrete meeting and decision making processes.
 The big difference is that Holacracy takes individual "egos" out of the workplace because its approach is from a new ground that is about the
organization’s "Evolutionary Purpose", not about the individual employee or the people.
 What's more Holacracy uses "dynamic steering" to deliver the goods in “real-time”..
Holacracy provides a “new business operating system” that is designed to be used with Lean Sigma and the 4 Lenses of the Communication Zone
provide the communication skills and individual understanding- the dynamic steering process kindles employee engagement and does the rest!

10. Holacracy One
Organization Evolved: Introducing Holacracy Holacracy One
Liberating the soul
of organizations™
Organization Evolved: Introducing Holacracy
th
by Brian J. Robertson – August 6 , 2009
How to achieve this shift is the leading-edge question
Contents in many leading-edge movements. Several new
Background & Framing ........................ 1 practices and techniques have emerged in response,
Introducing Holacracy™....................... 1 though it has proven difficult to realize whole-system
Beyond Predict & Control..................... 2 change by applying isolated new practices within an
Organic Structure................................. 3 old organizational paradigm. Likewise, efforts to
Distributed Governance ....................... 4 attain this shift via leadership development initiatives
Lean Operations .................................. 5 have also proven limited, sometimes leaving more
A Purpose-Driven Board ...................... 6 cynicism than progress.
Organization Beyond Ego .................... 7
Conclusion ........................................... 8 To really achieve the promises of this emerging new
paradigm, we will need a new organizational
operating system – a fundamental upgrade to the
Background & Framing core structure and processes we use to govern,
organize, and execute our work. We’ll need to install
Over the past two decades, dozens of thought-
self-sustaining practices that manifest new capacities
leaders have pointed the way to new capacities
st throughout an organization, even when a majority of
organizations must develop to thrive amidst our 21
the individuals within haven’t yet made the leap to
century challenges. Peter Senge highlights the need
this new mindset.
for systems thinking and learning organizations.
Gary Hamel describes radically new management In response to these challenges and needs, a new
methods. Meg Wheatley calls for self-organization approach has emerged: a complete organizational
and a living systems mindset. And Jim Collins shows operating system called Holacracy™.
the impact of leaders who get their ego out of the
way. These visionaries and many more are Introducing Holacracy™
highlighting the limits of our conventional views of
Holacracy is a comprehensive practice for governing
organization and leadership, and offering a glimpse
and running our organizations. With its
of new possibilities available to us – if we’re able to
transformative structure and processes, Holacracy
make the leap.
integrates the collective wisdom of people throughout
And making that leap is proving to be one huge the company, while aligning the organization with its
challenge. Fully realizing such a shift requires broader purpose and a more organic way of
embodying these leading-edge principles and ideas operating. The result is dramatically increased agility,
in actual practices, across the whole organization. It transparency, innovation, and accountability.
is one thing to read a book or attend a workshop and Holacracy takes the principles, ideas, and emerging
leave inspired with a new vision of what’s possible in mindset articulated by cutting-edge thought leaders,
organization. It’s another thing entirely to go back and instills them in the actual structures and
into a broader organizational context, with its processes of the organization. It grounds them in
conventional structures, processes, and patterns still practice and brings them to life.
at play, and shift the whole system to actually operate
The approach Holacracy takes to realizing this shift is
from that new paradigm. Absorbing the mindset is
comprehensive and transformative, yet equally
just the beginning – the challenge then becomes
honors conventional fundamentals. It is not enough
moving from inspired theory held by a few, to
to simply throw out current methods, however
stabilized practice across an entire organization.
obsolete – we must replace them with new methods
which still achieve the value of the conventional, plus
©2009 Brian J. Robertson – Some Rights Reserved
Holacracy™ is a trademark of HolacracyOne, LLC 1

11. Holacracy One
Organization Evolved: Introducing Holacracy
much more. Static predict-and-control management pursuing a general aim by adapting continuously in
methods must give way to a more dynamic and light of real data about present reality.
adaptable approach. This requires shifting rigid top-
down power hierarchies into a more responsive Organizationally, dynamic steering means
organic structure, and then using that new structure establishing tight feedback loops and frequent steer
to distribute governance and capture learning points throughout the company’s operations. This
throughout the entire organization. That means allows planning and decision-making processes to
surfacing a great deal of feedback, so slow meetings focus on quickly reaching a workable decision and
and painful decision-making must be replaced with then letting reality inform the next step, rather than
an approach that rapidly integrates key perspectives agonizing about what “might” happen in an effort to
from multiple people. The organization’s operational conjure up a theoretical “best” decision that still
processes can then take advantage of this newfound doesn’t quite get it right. Dynamic steering frees
agility to harness innovation and deliver superior teams to move swiftly from discussion and planning
results. To avoid all of this falling apart in a clash of to actually testing decisions in reality and learning
egos, the organization will need a compelling from the results. Plans which start out imperfect
purpose that invites everyone to serve something become well-aligned with actual needs through a
larger than themselves, and a purpose-driven board continual process of facing reality and incorporating
to anchor it. Sustaining this over time will require feedback.
new language and meaning-making in the culture, to This mindset shift is core to Holacracy, however
help uproot deeply-entrenched mental models that actually transitioning from static control to dynamic
are limiting in light of the new reality Holacracy offers. steering takes quite a bit more than just new
principles. Holacracy embeds this shift into the core
Beyond Predict & Control of an organization by installing a more organic
Most modern leadership and management structure, along with concrete decision-making and
techniques are based on a predict-and-control management processes which embody dynamic
paradigm. This mindset asks those in leadership steering principles. This provides several immediate
roles to anticipate and design the best path to benefits, such as ultra-efficient meetings, and sparks
achieve pre-defined goals in advance, and then a process of organizational evolution to generate
control for any deviations to the prescribed plan. This deeper learning and transformation over time.
approach matured through the first half of the
twentieth century and worked well enough in the
relatively simple and static environments faced by
organizations of that era. Today, our predict-and- The Development of Holacracy
control techniques are struggling to keep up with the Holacracy was initially pioneered hands-on in an
award-winning technology company between 2001
agility and innovation required in a landscape of rapid and 2006. The company’s leadership continually
change and dynamic complexity. They’re also failing experimented with new methods of organizing and
to ignite the passion and creativity of a new working together, and integrated ideas and
generation of workers demanding greater meaning techniques from many cutting-edge movements and
thought-leaders. The resulting system made its
and purpose in their work. public debut in 2006 via interviews and writings,
including an article in the Wall Street Journal.
In today’s environment, steering an organization with Holacracy has continued to evolve and spread in the
predict-and-control methods is akin to riding a bicycle years since under the stewardship of HolacracyOne,
by pointing in the right direction, then holding the an organization created to further develop the
method and bring it to the world. It is now an
handlebars rigid and pedaling, eyes closed.
international movement with many certified
Holacracy helps an organization find more dynamic practitioners and consultants supporting its growth
methods for steering its work, to gradually shift the and catalyzing its adoption.
company from predict-and-control, to experiment-
and-adapt, and finally to true sense-and-respond.
Like riding a bicycle, dynamic steering involves
©2009 Brian J. Robertson – Some Rights Reserved
Holacracy™ is a trademark of HolacracyOne, LLC 2

12. Holacracy One
Organization Evolved: Introducing Holacracy
Organic Structure together into a “holarchy” – a natural hierarchy of
increasing scope. Thus, more broadly focused
When large-scale predict-and-control corporations
th circles can encompass multiple sub-circles. For
first emerged in the 19 century, they needed a way
example, a department circle might include multiple
to apply their control paradigm across a large number
team sub-circles, and multiple department circles
of people. That gave rise to the organizational
might themselves integrate together in a yet-broader
structure still commonly in use today: the typical top-
whole-company circle.
down power hierarchy, where work is organized,
directed, and managed by those above and Double Linking
performed to spec by those below. While this
structure lends itself quite well to more static predict- Each circle within this organizational holarchy is
and-control steering, an organization trying to scale linked to its broader circle by two individuals who
dynamic steering beyond a single team will need a work within both connected circles. One of these
more adaptable alternative. The challenge is finding links, called a “Lead Link”, is appointed by the
a structure which provides both local responsiveness broader circle to carry its needs to the sub-circle
and whole-system alignment, and works across ten (similar to a traditional manager). The other half of
people or ten thousand. this double-link, called a “Representative Link” or
“Rep Link”, is elected by the sub-circle via a unique
Holacracy provides the needed upgrade. Its election process, and represents the context of the
structure is built of “circles”, where each circle has a sub-circle within the broader circle. Both links take
specific scope, and integrates the work of multiple part in the governance and operations of both
members within that scope around a given purpose. connected circles.
Thus, a circle might wrap a specific project, product,
department, business line, or a general function of
the organization. Each circle has the autonomy and Double Linking
authority to define and evolve the roles,
Department Circle
accountabilities, policies, and processes needed to appoints a Lead Link to
organize and govern its operations in service of its serve on its sub-circle
Department
purpose.
Circle
Despite this autonomy, circles are not fully
independent of each other: they are organized Team
Circle
Team Circle appoints a
From Hierarchy to Holarchy Rep Link to serve on its
broader circle
CEO
General Company
Circle
This double-linking structure continues throughout
Department Lead …
the organizational holarchy, one layer at a time,
Department
Circle creating bidirectional pathways for alignment and
Team Lead Team Lead feedback. Lead Links hold the perspective and
functions needed to align the sub-circle with the
purpose, strategy, and needs of its broader context.
Team Members Team Members
Rep Links carry front-line feedback to that broader
Team Team context, while guarding the autonomy and
Circle Circle
sustainability of the sub-circle within that
A traditional structure can be converted to an initial environment. Rather than managers trying to fulfill
holarchy by drawing a circle around each layer on the both needs and ending up stuck in the middle,
org chart, then clarifying the scope & purpose of each.
©2009 Brian J. Robertson – Some Rights Reserved
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13. Holacracy One
Organization Evolved: Introducing Holacracy
Holacracy separates these roles and gives each a governance meetings of each circle, during which its
clear focus and voice in the organizational structure. members refine the operating structure of the circle
based on new information and experiences that arise
Distributed Governance while getting the work done. Each person working
In every organization, on virtually every team, there within the circle’s scope takes part and has a voice,
are questions that must be answered for the while the broader circle is represented via its
members to work together effectively. For example: appointed lead link, and sub-circles are represented
What activities are needed to achieve the group’s via their elected rep links. These meetings happen
goals and who will perform them? How much regularly, replacing the all-too-familiar need for large
autonomy will each team member have, and within and disruptive “reorganizations” with rapid and
what limits or requirements? How will various incremental adaptation in light of real data.
decisions facing the team get made? How will tasks On a human level, regular governance meetings can
be defined and assigned? What overarching transform the emotional tone on a team. Lack of
guidelines or policies will be followed? clarity around governance leaves everyone with
These are all questions of governance, about how implicit expectations about who should be doing what
the group will organize together – their answers and how they should be doing it. Without a defined
define authorities and expectations within the group. governance process the tendency is to make up
Conventionally, an explicit governance framework to negative stories about others or toss around blame
answer these questions exists only at the top, but when these unspoken assumptions clash, neither of
these questions are just as relevant on the shop floor which help move the organization forward. With
as they are in the board room. And the people governance meetings introduced, team members
working on the front lines are often better positioned now have a forum for channeling the frustration of
to drive continual improvements within their context misaligned expectations into organizational learning
and monitor the results day-to-day. But without an and continual improvement. Playing politics loses its
explicit governance process for each team these utility, and personal drama gives way to a more
opportunities to improve organizational patterns will authentic discussion of how to consciously evolve the
remain largely at the top. organization in light of its goals and broader purpose
in the world.
This is where we see most organizations today, with
a lack of capacity to harness input and capture Integrating Perspectives
learning throughout the organization. All too often, Holacracy’s governance meetings surface input and
this leaves workers in a space of vulnerability and ideas from multiple people, and where there are
disconnection, with no healthy or useful outlet for multiple people there are multiple perspectives. As
improving the status quo. At the same time, those at with any team, integrating diverse views provides a
the top who hold the reigns face a space of more accurate and complete map of reality, allowing
overwhelming complexity and overload, with more more informed decisions and better navigation of the
challenges and information than they can effectively territory ahead. Yet, on most teams, critical
process. In contrast, Holacracy distributes the job of perspectives are often ignored or dismissed when
evolving the organization across the entire company. they’re not shared by the leader or by the majority –
This decreases the overload at the top and the it’s like flying an airplane and ignoring the fuel gauge
disengagement found elsewhere, while instilling new just because other instruments don’t report a
capacities for learning and adaptability throughout the problem. When people tune into different information
organization. in service of evolving the organization, there is
significant value in integrating their views.
Governance Meetings
With Holacracy installed, each circle throughout the At the same time, attempting to integrate every
organizational holarchy has the autonomy to govern perspective of every team member into every
operations within its scope. This happens in explicit decision would be just as dysfunctional as outvoting
©2009 Brian J. Robertson – Some Rights Reserved
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14. Holacracy One
Organization Evolved: Introducing Holacracy
the fuel gauge. Most decisions faced day-to-day are time, all circle members have the ability to fall-back
relatively simple and pose minimal risk – they are on the integrative decision-making process to further
most effectively made by one person autocratically. refine these grants and limits of authority, as tensions
Always seeking consensus would be a crippling naturally arise during the course of work. The
waste of time, and a recipe for ego to take over and structure and rules of the process ensure that these
dominate the organization’s broader purpose. Thus, tensions are channeled towards achieving the circle’s
there is also significant value in delegating autocratic purpose, and that any destructive behavior has no
authority to an individual and deferring to their best space or impact. The effect of this is at once
judgment rather than using an integrative process. profoundly impersonal – it’s about the purpose, not
The challenge lies in determining when to use each. the people – and yet it enables uncommonly deep
levels of trust and connection among the participants.
To address these seeming contradictions, Holacracy
makes a distinction between governance and Lean Operations
operations. Governance meetings use Holacracy’s
structured integrative decision-making process to Governance meetings provide a forum for each circle
give everyone a voice and rapidly integrate multiple to consciously evolve its approach to getting work
perspectives. However, rather than using this group done operationally. While that’s a great start, the
process to make specific decisions to resolve tactical circle must also transform how it manages these
issues, the outputs of the integrative process are operational projects and processes before it can
always about governance – about how the circle will leave its predict-and-control heritage behind. To truly
structure itself so that tactical decision-making is steer dynamically, a circle also needs operational
smooth and effective, without the need for a whole- management and meeting practices that are fast,
circle decision-making process. Thus, integrative efficient, and lightweight. These must stay grounded
decision-making in Holacracy is used to define space in real data and next-actions to help everyone
for autocratic control and individual action in specific involved face reality at every moment and adapt
areas, along with appropriate boundaries on such rapidly.
control. There is no single answer to exactly what this shift
means for every circle – the natural expression of
Roles & Accountabilities these dynamic management principles will depend on
One key output of the integrative process used in a the nature of the work undertaken. However,
circle’s governance meetings are the roles and Holacracy does provide default answers in the form
accountabilities needed to break down the work of of template meetings and management methods for
the circle. For example, a circle in charge of leaner operations, including two new regular
delivering trainings could use the integrative decision- meetings for each circle: a tactical meeting and a
making process to define a role which is about stand-up meeting. Both are operationally focused,
handling the logistics for its events. It might then designed to synchronize the circle members around
delegate the accountability and the authority for the next-actions each will take and remove any
researching and selecting venues for events to roadblocks to effective execution. These default
whomever fills this role. However, the circle might templates embody Holacracy’s principles and work
also add a limit to this authority, perhaps requiring the well enough for most circles most of the time, and
role-holder also ensure any venue so chosen meets adopting them begins the shift to leaner and more
key requirements determined by the event’s dynamic operations. They provide a starting point
presenter and the circle’s marketing role. which the circle can further evolve over time using its
governance process.
With roles, accountabilities, and authorities defined
concretely using an integrative process, the circle Most meetings in Holacracy are held with a different
empowers its members to go get the circle’s work frequency or heartbeat, meant to align with natural
done and make specific decisions in service of that rhythms of getting work done in the circle. Stand-up
work outside of a governance meeting. At the same meetings are typically daily, tactical meetings weekly,
©2009 Brian J. Robertson – Some Rights Reserved
Holacracy™ is a trademark of HolacracyOne, LLC 5

15. Holacracy One
Organization Evolved: Introducing Holacracy
and governance meetings are usually monthly. Many forum for celebrating progress and focus everyone on
circles will also need a meeting at a less-frequent accomplishing the most important work to move the
heartbeat to focus on bigger-picture issues, such as a team forward.
quarterly or annual strategy meeting.
A Purpose-Driven Board
Weekly Tactical Meetings In most for-profit companies today, control of the
Weekly tactical meetings are fast-paced forums to organization vests ultimately with the shareholders or
synchronize team members for the week and triage their representatives, such as a Board of Directors.
any issues which are preventing forward progress. The purpose of the organization is legally defined as
They start with a process of surfacing information, generating financial returns for these shareholders,
including a review of metrics and other real data to and the directors and managers are there to align the
get a picture of the circle’s current reality. Then an organization with this aim. This approach served well
agenda is built on the fly of specific tactical topics for for a time, however in recent years we’ve seen the
the meeting, based on what’s relevant now that limits of this model in very tangible ways – from huge
requires discussion or synchronization across circle accounting scandals and fraud, to the large-scale
members. The circle proceeds through each item in externalization of social and environmental impacts.
turn, with a hard rule that they must finish the entire Our core model for organizational purpose and
list within the time allotted, without exception – and board-level control needs an upgrade.
even moderately-skilled circles using this meeting
process are able to do so reliably and effectively. Economic profit is one of the best metrics for any
organization to monitor, for-profit or non-profit. It is
The speed of tactical meetings is enabled by the one measure of whether the organization is creating
driving focus and key output of the meeting, which is more value in the world than it is consuming.
a list of next-actions and the owner of each. Each However, profit is just a metric, not a purpose. But
topic is discussed as briefly as possible to identify with a board composed entirely of shareholder
what the next action should be, and then the representatives, profit is very likely to get mistaken
discussion is done and the meeting moves on. This for such. Likewise, many non-profits face the
clear and simple output grounds the meeting and opposite challenge and miss the importance of profit
keeps it moving. If circle members feel tension about entirely. Organizations running with Holacracy are
deeper patterns at play, they don’t need to discuss first and foremost purpose-driven, regardless of their
them here – they can bring them to a governance tax structure, with all activities ultimately flowing from
meeting with confidence that the integrative process and for the sake of realizing the organization’s
will address them. Likewise, questions about larger broader purpose.
strategic issues can be deferred to a strategy
meeting, without distracting from the speed and focus To truly embody this shift, ultimate control of the
of the tactical meeting. organization can no longer vest with shareholders
alone; or, in the case of non-profits, with any other
Daily Stand-up Meetings single membership or constituency group. Instead,
Holacracy vests ultimate control of the organization
A stand-up meeting is a quick synchronization across
fully with its board, and the board holds one
circle members, lasting 15 minutes or less, and
representative for each major context the
literally done with everyone standing up. They
organization works within or substantially affects.
typically focus on each person in turn answering
One board seat holds a representative elected by the
three simple questions for their peers: What did you
investors to represent their context and needs, while
get done yesterday, what do you plan to get done
other seats may represent the organization’s
today, and is anything in your way? When held daily,
industry, the environment, a social movement, or
these meetings establish a fast-pace and regular
whatever else is appropriate given the organization’s
cadence for the team, while enhancing transparency
work in the world. The board also defines how it will
and peer-to-peer accountability. They provide a
fill each seat, and whenever practical defers to
©2009 Brian J. Robertson – Some Rights Reserved
Holacracy™ is a trademark of HolacracyOne, LLC 6

16. Holacracy One
Organization Evolved: Introducing Holacracy
outside groups representing its contexts to fill people involved then become stewards of this new
relevant seats. Two final board seats hold a lead link entity. Like healthy parents supporting a child’s
appointed by the board to lead the organization, and journey, their job is get their own desires out of the
a rep link elected to the board from the broadest way so that the organization can express its unique
circle within the organization. purpose and deepest creative potential in life.
With these diverse perspectives in place and a This focus on an evolutionary potential beyond
process to integrate them, the board is now poised to serving human ego is a deep but subtle shift
tackle questions both difficult and deep. What does embedded within Holacracy. Its processes help to
the world need this organization to be, and what does differentiate the organizational entity from the people
it need to be in the world? What is its unique connected to it, while also integrating them more
purpose, its contribution to bringing something novel effectively into a new relationship grounded in mutual
to life, to furthering creativity and evolution? The freedom and support. Where today’s progressive
needs of shareholders and other stakeholders remain people-centric view of organizations can become
important constraints, however with Holacracy narcissistic and self-limiting, Holacracy’s focus offers
installed it is this deeper evolutionary purpose that a more liberating ground – inviting people to serve
ultimately rules and pulls the organization forward. something larger than themselves, larger even than
The board’s job is to guide the organization on its the collective, for the sake of evolution’s further
own path in life on behalf of the evolutionary process unfolding. This is the ultimate aim of Holacracy – to
itself, not control it on behalf of stakeholders. liberate the organization to become a direct
expression of evolution in action, creativity
Organization Beyond Ego unleashed, free from the shackles of serving human
Holacracy’s purpose-driven paradigm echoes from ego.
the board throughout the rest of the organization, with
each circle pursuing a circle-specific purpose that Subtle Language Practice
represents one aspect necessary to realize the Working together without human ego getting in the
organization’s overall purpose. Every circle in a way requires as much change to an organization’s
company practicing Holacracy is thus driven by an human culture as it does to its structure and
evolutionary purpose. This is a shift beyond even the processes. These transformations go hand-in-hand,
stakeholder-driven paradigm employed by many each a reflection of the other, both supporting a
progressive companies today, which holds that an deeper shift to a new tier of human organization.
organization exists primarily to serve all its Just as Holacracy’s governance and operational
stakeholders, not just the shareholders. While this methods shift an organization’s tangible processes,
approach is more inclusive, it still sees the Holacracy offers a powerful tool to deepen and
organization as simply a collective construct all about transform its cultural space as well: new language.
serving the people – human ego still dominates the
Language is an expression of our underlying mindset
organization.
and mental models; it both reflects and reinforces our
Holacracy integrates the need to honor reasonable thinking and meaning-making. Holacracy suggests
constraints of stakeholder groups, while still new ways to think about organization, and
maintaining the organization’s independence from consciously practicing new language patterns helps
them. Rather than treating the organization as facilitate an underlying shift in mindset. This “subtle
property, even shared property, Holacracy helps it language practice” of Holacracy shows up in many
find its own purpose – not just a purpose that’s “all ways – we talk about integrating perspectives, not
about the people”, but one that is genuinely debating opinions; roles we fill, not what we are; an
evolutionary, about helping the world move forward organization’s investors, not its owners;
for the sake of the future. This approach recognizes accountabilities, not responsibilities; descriptive role
the organization as its own individual living system, names, not VP’s, SVP’s, or other status-based titles;
akin to a new form of life. The stakeholders and next-actions, not what-by-when’s. The list goes on,
©2009 Brian J. Robertson – Some Rights Reserved
Holacracy™ is a trademark of HolacracyOne, LLC 7

17. Holacracy One
Organization Evolved: Introducing Holacracy
each an expression of the new consciousness that
underlies Holacracy, and a tool for reinforcing it
individually and collectively. “ Why comeevery time I ask for a pair of hands,
they
is it
with a brain attached?
”
Holacracy’s subtle language practice enhances a - Henry Ford, Pioneer of Mass Production, c. 1908
group’s ability to perceive the mechanisms of ego
and tease apart the real information behind them,
making it easier to integrate the usefulness of ego
“ Holacracy inspiresminds, andtotheir souls –with
their hands, their
workers contribute
all
while setting aside its hold on the organization. In
for what Ford paid just for the hands.
”
- Jeroen Maes, Holacracy Consultant, c. 2008
addition to Holacracy’s language shifts, many existing
theories and models can also be used to complement
this aim by providing new distinctions and embedding
them in the culture. Over time, the right shift in with these new methods in place, the organization
language helps humans get out of their own way, and will still be using many of the same operational
moves the organization closer to becoming a true processes to get its work done – the same budgeting
agent of evolution. processes, hiring processes, project management
processes, etc., all based on a predict and control
Conclusion model. Holacracy simply starts an evolutionary
process; the real transformation will only occur with
Holacracy is a complete and practical system for
regular sustained practice over time, as the
evolving our fundamental approach to organization
organization evolves its many specific processes to
and management. It embeds dynamic steering
take advantage of the new capacities now available.
principles into the core of the organization, and
Like sports, meditation, or medicine, Holacracy is a
installs a more organic structure of semi-
practice – mastering it will take sustained effort,
autonomous, self-organizing teams. It distributes
patience, and discipline, along with significant
governance across all teams, and adds bi-directional
practice.
double-links to carry feedback and control across
organizational layers. It distributes authority using an Looking forward, Holacracy’s new paradigm offers
integrative decision-making process that gives opportunities for deeper societal transformation if a
everyone a voice, without the tyranny of consensus, significant number of organizations make the leap.
while still allowing for autocratic control and individual HolacracyOne has already developed formal bylaws
action. It reframes operational processes around which establish Holacracy as an entity’s legally-
rapid action and dynamic responsiveness in tight enforceable governance system. Adopting them
feedback loops, with regular tactical meetings makes Holacracy’s board structure and purpose-
focused on quickly identifying next-actions and driven paradigm a legal reality, not just an espoused
removing obstacles. And it aligns the organization ideal. It also encodes Holacracy’s organic structure,
around a larger evolutionary purpose beyond ego, distributed governance, and integrative decision-
anchored at the board level and then broken down making systems into the formal power structure of the
and distributed throughout the company and its company.
culture. Each aspect of Holacracy supports and is
supported by the others. Taken together they offer The bylaws also pave the way for a legally-grounded
not just an incremental improvement but a alternative to much of what our broader societal
fundamental transformation, a vertical leap to a new governments currently try to achieve. With Holacracy
tier of organization. in place, an organization can be created specifically
to steward and govern a shared context and better
Actually getting there is another matter. For integrate the organizations working within that
organizations seeking to transform with Holacracy, context via a double-link between the context and
adopting its core structure and practices marks the each of its member organizations. The broader
beginning of the journey, not the end. At first, even organization would have its own purpose, would
govern itself with Holacracy, and could itself grow into
©2009 Brian J. Robertson – Some Rights Reserved
Holacracy™ is a trademark of HolacracyOne, LLC 8

18. Holacracy One
Organization Evolved: Introducing Holacracy
a larger holarchy, doubly-linked with yet-broader
contexts. Overall, this would create a new distributed Next-Steps with Holacracy
governance meshwork with bi-directional control and Introducing HolacracyOne
feedback processes embedded throughout. Its
fractal structure would overlay current governmental There are many ways to move forward with Holacracy
or get involved in the growing Holacracy movement:
paradigms and easily span across national
boundaries – it has the potential to unite the world in Attend an Event: HolacracyOne hosts regular
a truly global governance paradigm, and allow trainings and events, from short webinars to full
coordinated and cohesive action in the face of certification trainings. A great next-step is to attend a
live 2-day workshop to build deeper understanding
daunting global challenges. and gain first-hand experience of Holacracy in action;
or, if you can’t make it in-person, consider joining an
Whether the motivation is to improve a single interactive online version of the workshop instead.
organization or transform world governance, From there, those looking for deeper expertise can
Holacracy’s potential will only be realized through the attend a 5-day advanced practitioner training to earn
the Certified Holacracy Practitioner credential.
work of bold pioneers ready and willing to take action
and make it real. And the timing for such couldn’t be Join the Community of Practice: Individuals
better – we stand at a unique moment in history with working with Holacracy or exploring its underlying
a world poised for transformation. The power of paradigm are invited to join the Holacracy Community
of Practice. Hosted by HolacracyOne, this active
organizations today is unmatched, and their capacity online community engages in further exploration and
for driving further evolution has never been greater. learning around Holacracy’s principles and practices,
Holacracy offers a way forward – it’s up to us to make while experts provide support for those new to
it happen. Holacracy or improving their practice. Members are
invited to participate in highly-interactive topic-driven
dialogs each month, including regular conference
About the Author calls; using novel technology, these events include
Brian Robertson is a seasoned small-group break-out discussions within a larger
entrepreneur and business leader, with conference call framework, leading to a highly
engaging experience for all involved.
a history of pioneering transformative
organizational techniques that challenge Get Help Adopting: HolacracyOne can help you
conventional limits. His primary work learn more about Holacracy, apply it to your
that led to Holacracy took place at organization, or find a licensed Holacracy consultant
Ternary Software, an outsourced software development to help guide the way. Whatever your needs, we’re
company he founded in 2001 and led as CEO through here to provide support and facilitate your success in
2007. During Mr. Robertson’s tenure as CEO, the creating a next-generation, leading-edge
company earned numerous awards and ranked among the organization. Give us a call so we can understand
50 fastest growing private firms in the region over several your situation and what keeps you up at night. Let us
years. Mr. Robertson left Ternary in 2008 to focus his full help you determine if Holacracy’s practices make
attention on HolacracyOne, an organization he co-founded sense for your organization. We can provide the
with other organizational pioneers to further develop resources, framework, and set of tools for a
Holacracy and support its adoption across the globe. To successful and sustainable Holacracy
contact him, please visit www.holacracy.org/contact-us. implementation.
For more information about Holacracy and the many
ways to get involved, please visit HolacracyOne’s
website at www.holacracy.org.
Permission to share, publish, or distribute this work is
granted under the terms of the Creative Commons
Attribution-NonCommercial-NoDerivs 3.0 United States
license. For details or for a summary of key terms, please
see:
http://creativecommons.org/licenses/by-nc-nd/3.0/us/.
©2009 Brian J. Robertson – Some Rights Reserved
Holacracy™ is a trademark of HolacracyOne, LLC 9

22. HUMAN SIGMA MADE IN FRANCE ™ -
THE COMMUNICATION ZONE™
ZONE™

23. HUMAN SIGMA MADE IN FRANCE ™– INTEGRATING THE EMPLOYEE AND
CUSTOMER ENCOUNTER WITH THE COMMUNICATION ZONE™ & HOLACRACY™
Most organizations have problems.
Most of these problems can be traced back to communication and interpersonal
relationship differences.

24. Human Sigma Made in France optimizes organizations for being in
France™
“The Communication Zone™
The
Using the tools of The Communication Zone ™, the Human Sigma Made in France
Zone™ France™
approach help “ALL EMPLOYEES become more effective in their professional roles,
helps EMPLOYEES”
as well as in their personal lives.
Individuals learn about their strengths, weaknesses and blind spots and as a result
learn
have an increased sense of self mastery, self worth and self confidence. They
self-mastery, self-worth self-confidence.
communicate better and their teamwork will improve.
They develop new skills that they can use with collea gues, teammates, those they
colleagues,
lead and manage, and those who lead and manage them, customers, suppliers,
allies, as well as their family members and friends.
Teams also learn their strengths, weaknesses and blind spots. They increase their
ability to move to high performance quickly, to avoid their blind spots and
to
compensate for their weaknesses.
The Communication Zone™ is a zone where we are in sync with others, are
mutually understood, communication is easy and effective, miscommunication is
minimized, and conflicts are handled proactively.
All behavior communicates something and as a result every aspect of our behavior
contributes to our communication. Individual differences influence our
communications and there are three aspects to getting into The Communication
Communication
Zone™:
Zone™
 The Key to The Communication Zone™ — Understanding Yourself and Others
 The Door into The Communication Zone™ — Making space for others,
responding to them in ways that allow them to use their strengths and natural
preferences
 Entering The Communication Zone™ — Shifting your communication to meet
others at their view of the world
Dr. Linda V. Berens introduces us to the next evolution of Temperament —the four
—the
new terms: Improviser™, Stabilizer™, Theorist™ and Catalyst™.
Theorist™
Dr. Berens has developed a resource used by thousands to better understand
themselves and others. Engaging graphics and easy to-read text lead readers on a
easy-to read
journey of self discovery.
self-discovery.

25. Also used widely by trainers, career professionals, coaches, managers and others to
lead individuals, groups and teams through the dynamics of Temperament.
Linda Berens is renowned for taking Temperament Theory, which has been used for
over 25 centuries and describes the core values, motivations and needs of
individuals, and translating it into practical business applications.
Many corporate organizational development leaders recognize that understanding
Temperament can enhance nearly every aspect of corporate performance, from
leadership development to employee motivation and retention to creativity and
innovation to navigating change.
The challenge has been that the old names—Rational, Guardian, Artisan and
Idealist—contribute to some bias in organizations.
“We found people resonate with words they identify with,” says Berens. “Who
wouldn’t want to be called ‘Rational’ when the opposite is ‘irrational’ and being an
‘Idealist’ may not be highly valued in the ‘real’ world of balance sheets and
shareholder value.”

26. Over the years, people have called the four temperaments by many names.
Dr. Berens and her team selected the new names based on three core ideas —the the
names had to be active, describe a contribution to organizations and get to the
talent as well as the core values of each temperament pattern.
core
The next evolution of Temperament —the four new terms: Improviser™, Stabilizer™,
he Temperament—the
Theorist™ and Catalyst™.

27. The Self Discovery Process: OPTIMIZE INDIVIDUAL PERFORMANCE
Organizations can be viewed as a form of network in which webs of people interact.
In such a network, the health of the organization—its ability to grow, adapt, and
excel—can literally be reliant on a single “node” in the network, the individual.
This notion helps explain why large organizations often find it harder than small
ones to adapt.
As the size and complexity of the network grows, the ability for organizational
alignment, effective communication and collaborative interpersonal relationships
diminishes.
Communication Zone performance-boosting workshops can help your organization
address several fundamental challenges by focusing on the challenge of improving
and optimizing individual performance in the following critical areas:
 Effectively communicating for meaning
 Interacting and collaborating with others
 Responsibly resolving conflicts
 Instilling and nurturing creativity
 Providing effective feedback

28. Esteban plays the role of the “Wise man (CEO) in the “Hertz Story
man” Hertz Story”.
 The Key to The Communication Zone™ - Understanding Yourself and Others
o Looking through the Window (“Johari Window and seeing a “wiseman
Johari Window”) wiseman”
(yourself).

29.  The Door into The Communication Zone™ — Making space for others,
responding to them in ways that allow them to use their strengths and natural
preferences
o Seeing the four animals(Temperaments) or “Schools of Thought”,
teamed together in a forest full of 16 “matrix” trees (“MBTI” type patterns
or one of the 5 satellites of the self-discovery process).
o Understanding how the four animals pool their natural gifts and talents to
use “Global Organizational Learning and Development” or the GOLD
that they find under the rainbow in the story, to build the CLOUD or story
that integrates both customer service (a Customer Persona is linked in
to each of the four Temperament) and employee development.

30. o Consequently, all customer service initiatives, sales training &
management training are double linked into Training and Individual
development and the employee/customer encounter. This allows the
“real-time” translation of strategy into action engaging both employees
throughout the enterprise in the process with their respective customers.
 Entering The Communication Zone™ — Shifting your communication to meet
others at their view of the world
o Here the story is built using the new meeting and decision making tools
offered by the new operating system that is “Holacracy
o The Balanced Score Card is the tool that the wise man (also CEO – who
must be the first in the story to look through the window where he will see himself
first as a “Wiseman” (him/herself) before seeing the wise man that is the CEO) uses
to guide others to build his vision through storytelling.

31. o This entire process takes place in real time, builds a new culture, a
“holacracy” and gives everyone roles and accountabilities in the story.
The story then links into C stomer Experience initiatives and Employer of Choice
Customer
criteria through the building of the “Cloud” which refers to cloud computing or
pooling all resources as in the Hertz “Centre of Excellence Concept” and all training and
ooling resources “Centre Concept ”
development structures in the field.

32. Catalyst™ Stabilizer™
(a.k.a. Guardian/SJ/Gold)
(a.k.a. Idealist/NF/Blue)
Stabilizing prevents groups and
To catalyze is to engage with others in a institutions from falling apart. It is
way that promotes their identity without fundamental to creating an environment
losing one’s own identity. Catalyzing is where one can be secure in a sense of
natural to those who need to have a belonging. It provides the means to
meaning and purpose to their lives. It is economic security and behaving in a
the means to self-actualization. responsible way.
Theorist™ Improviser™
(a.k.a. Rational/NT/Green)
(a.k.a. Artisan/SP/Orange)
Understanding and developing theories
provides the basis for mastery and To improvise is to vary your actions to get
competence. It is fundamental to success a result using whatever is at hand. In an
in business as well as in school. ever changing environment, improvising
Businesses are built on scientific is greatly needed. It is the ultimate
discoveries and innovations. Theory is expression of the freedom to respond to
the means to understanding an objective the needs of the moment. It is also the
truth on which to build a path to means to create pleasant aesthetic
achievement. experiences.

34. The Self Discovery Process: OPTIMIZE INDIVIDUAL PERFORMANCE
TIMIZE PERFORMANCE

35. Esteban plays the role of the “Wise man” (CEO) in the “Hertz Story”.

36. Dr. Linda Berens and Temperament Theory:
Dr. Linda V. Berens introduces us to the next evolution of Temperament—the four new terms: Improviser™, Stabilizer™, Theorist™ and Catalyst™.
Dr. Berens has developed a resource used by thousands to better understand themselves and others.
Engaging graphics and easy-to-read text lead readers on a journey of self-discovery.
Also used widely by trainers, career professionals, coaches, managers and others to lead individuals, groups and teams through the dynamics of Temperament.
Linda Berens is renowned for taking Temperament Theory, which has been used for over 2 centuries and describes the core values, motivations and needs of
individuals, and translating it into practical business applications.
Many corporate organizational development leaders recognize that understanding Temperament can enhance nearly every aspect of corporate performance,
from leadership development to employee motivation and retention to creativity and innovation to navigating change.
The challenge has been that the old names—Rational, Guardian, Artisan and Idealist—contribute to some bias in organizations.
“We found people resonate with words they identify with,” says Berens. “Who wouldn’t want to be called ‘Rational’ when the opposite is ‘irrational’ and being an
‘Idealist’ may not be highly valued in the ‘real’ world of balance sheets and shareholder value.”

38. Over the years, people have called the four temperaments by many names. Dr. Berens and her team selected the new names based on three core
ideas—the names had to be active, describe a contribution to organizations and get to the talent as well as the core values of each temperament
pattern.
Interaction Style Theory – How we influence and interact with others.
It should be no surprise that “healthy” organizations outperform their categories on a number of performance metrics, not the least of which is
financial. There are a number of attributes that describe healthy companies. Human Sigma Made in France™ believes that three of the most critical
elements include the ability to execute consistently; the capacity for organizational resilience; and the ability to renew an organization’s purpose and
behaviors.
The Human Sigma Made In France™ approach is designed with this thinking in mind. The ability to understand and fully leverage the talents and
strengths of everyone in the organization and increase the level of collaboration to meet business objectives increases substantially when
individuals and teams recognize:
1. Navigating human interpersonal dynamics of whatever sort requires the ability to recognize what each party both “needs” and wants out of
the interaction.
2. Creating cultural change starts with an understanding of the behaviors that currently influence the culture—and what works and what needs
to change.
3. Collaboration is a mind-set, not an event. Teams work together best when they learn to.
4. The future is often not what we think—or hope—it will be.
5. The way we work is changing. What opportunities and perils are presented changing work habits and styles?

43. Organizations succeed and prosper based on the capacity of their leadership and that of the teams that support these leaders. Even the best
strategies can fail if companies do not have a cadre of leaders with the right capabilities at the right levels within an organization.
Many organizations fail to recognize the leadership capacity that changing business or regulatory environments will require, let alone treat
leadership as the starting point of strategy. This oversight condemns many such endeavors to disappointment.
What is meant by "leadership"? While good managers often can deliver predictable results or the occasional incremental improvement, leaders
generate breakthroughs in performance. They create unexpected value that significantly drives them and their organizations to higher levels.
Human Sigma Made in Frances’s personalized method can help leaders with their own development as well as implementation of desired
organizational initiatives.
In addition to attention to the levels of expertise needed, Human Sigma Made in France™ also takes into consideration other aspects of the
organizational system as well as external forces. These will determine the appropriate application areas. For example e, if the systemic structures
such as standard procedures and practices, reward systems, and staff meetings are counter to the underlying philosophy and framework, the time
and money invested may not be as well spent. Human Sigma Made in France™ then guides leadership towards conducting staff meetings using a
philosophy and language consistent with the goals of the implementation plan for which Holacracy provides the new operating system for business
meetings and decision making.

44. Human Sigma Made In France™ recognizes that people are unique, complex, and adaptive self-organizing systems. My focus is to provide
organizations with a cost-effective approach to using personality differences information as a foundation and common thread for their corporate
initiatives and trainings.
Unlike many uses of personality typologies that use a "test and tell" approach and then label and stereotype, Human Sigma Made In France™
methodology provides a way of viewing the individual as evolving and growing, thus increasing their adaptability.
Organizations can be viewed as a form of network in which webs of people interact. In such a network, the health of the organization—its ability to
grow, adapt, and excel—can literally be reliant on a single “node” in the network, the individual.
This notion helps explain why large organizations often find it harder than small ones to adapt. As the size and complexity of the network grows, the
ability for organizational alignment, effective communication and collaborative interpersonal relationships diminishes.
As a “Communication Zone™” Certified Facilitator, Human Sigma Made in France™ addresses several fundamental challenges by focusing on the
challenge of improving and optimizing individual performance in the following critical areas:
Levels of Expertise for Sustainability A sustainable organization-wide implementation of this approach as a common language requires having
several levels of in-house expertise. We have found the levels outlined below are critical to sustaining effective use of the language. Ongoing
external expertise is also required to ensure accurate design, effective coaching and consistent results. “Human Sigma Made In France” is uniquely
positioned to provide this training and expertise to achieve desired results in a cost-effective way.
Individual Level As the language of typology is introduced into the organization, individuals throughout the organization become more self-aware
and develop knowledge of self and others as well as the skills to use this information to communicate more effectively.
Champion Level As enthusiasm builds, some people are drawn to the framework and keep it actively alive. They become the ones who call the
language to mind when conflict arises. As middle managers typically fill this role they will ensure sustainability and lessen the potential for
resistance by those who often feel squeezed between demands of those above them and the people they are managing.

45. Facilitator/Trainer Level To implement this knowledge on a broad scale, it is more cost effective and more sustainable if some of these
enthusiasts become facilitators who may be MBTI® certified or licensed to use other Type Theory compatible tools. The more facilitators, the faster
the implementation process.
Organization Development/Intervention Level This role can be played by Human Sigma Made in France™ as well as internally by a key
training and development professional. Given the nature of systems, changing them from within usually requires some outside intervention since it
is hard to “see” the system of which one is a part.
Subject Matter Expert Level This is the role of Human Sigma Made in France™ - I train your facilitators, consult on design, and coach your
internal expert as well as your executives and the facilitators.