Holacracy: An Entrepreneurial Approach to School Leadership.

What the world needs are people who think for themselves, use their imagination, communicate well, can work in teams, and who can adapt to continuous change.
Therefore, we need a new type of school leadership that encourage the growth of talents.
People want jobs that demand our best ideas, that respect our unique skills, that engage our minds as well as our muscles. Educators are no exception to that!
Holacracy can do this for your school and for you. It’s all about making progress at meaningful work.

distributing power

People very often think that the main reason to stop change is in the system and with the managers. With the shift of authority involved in Holacracy the commonly accepted view of power isn’t any different. The belief is that managers want to hold on to their power. Within this view the common idea about management is: ‘if I am a manager and I hand some power to my staff then I lose some’. Such restricted thinking is inherent in the way conventional schools are governed. These beliefs are true, but only for the hierarchical management model. Holacracy can replace todays top-down predict and control paradigm with a new way of achieving control by distributing power. Holacracy enables people to act more like entrepreneurs and self-direct their work instead of reporting to a manager who tell them what to do. With Holacracy in place, managers quite quickly (2 to 3 months) come to appreciate that they are actually not losing power but gaining it. It’s true that they lose their power over people but they gain power over the organisation, and that is even greater than what they had in the traditional model of control. And so their way of thinking changes.



On the other hand, for the staff, the challenge is greater and the benefits less visible. Specially in the short term it can be challenging. Very quickly staff will realise that this new approach gives them the opportunity to assume more power. Because they can process their tensions, they now have the power to change the organisation’s structure and governance. Although they may understand it, generally it takes them longer to accept and assimilate it than it does to the managers. That is what we see as the entrepreneur-shift.


The belief that there is no power isn’t true. In fact, the more power is distributed, the more of it is there. Therefore, you could agrue that there is an overall increase in power . We mean in power of the organisation . This mean adding potential value to the organisation. What makes this approach strong is the transparency in tasks and adaptability of people.

To learn more, take time to watch this video of Brian Robertson (19 min.)

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