The Right Way to Run an Organization…There Isn’t Just One!
How to Run an Effective Organization. The Key to Being a Successful Leader. The Best Way to Manage a Company. These are just a few articles that have been written that suggest there is just one way to run, lead, or manage an organization. But we at Category One Consulting (C1C) respectfully disagree with this notion. We believe that organizations can be structured and operated in different ways, but still be successful and impactful as long as the approach enables the organization’s strategy, aligns with employee preferences, and is implemented effectively. I’ve outlined a few of the unique tactics we utilize at C1C, and despite them not being the typical elements you read about in mainstream articles, they definitely work for us!
We believe that organizations can be structured and operated in different ways, but still be successful and impactful.
Shared Leadership. Ever heard the phrase Two Heads are Better than One? We did and we definitely believe it! This is why C1C has two – rather than one – leaders. Amy McFeely and I both serve as Co-Founders & Principal Consultants at C1C. We started C1C together seven years ago and have overseen all strategic, financial, and operational aspects of the organization since its inception. Our clients often tell us that it is lonely at the top and that they struggle with feelings of isolation, pressure of making decisions in a vacuum, and overseeing all aspects of the organization by themselves. We are happy that we have each other to celebrate wins, make tough decisions, and lean on each other when we need a bit more support.
Flat Structure. Organizational structures specify how work gets divided, who manages who, and a variety of other aspects related to how work gets completed in a company. Most organizations based in the United States have a hierarchal structure where employees vary in their job title, career level, and manager as well as the focus of their work. We decided to go another route at C1C and implemented a flat structure where all team members share the same job details and get to work across all focus areas rather than being dedicated to a specific department or function. This structure was not determined on a whim. Quite the opposite as it is rooted in organizational effectiveness theories related to organizational justice and work meaningfulness.
Democratic Decision Making. Organizations are constantly making decisions. Some of these decisions are minor, like where the annual company retreat should be held while some are larger, like what the organization’s strategic goals should be for the next three years. All of these decisions, regardless of how small or big, impact employees which is why we shifted to a democratic decision making model a few years ago. This means that decisions are made by all, rather than just a few, at C1C. When a decision needs to be made, we bring it to the team to get their perspectives, discuss as a group, and vote on a direction. We’ve used this approach to make a variety of decisions related to refreshing our brand and services, staying fully remote after the pandemic, increasing PTO to facilitate more work-life balance, and more. This approach has not only helped us make the right decisions for our team but has also strengthened employee satisfaction and engagement along the way.
Flexible Work Arrangements. People more than ever want a voice in where and when they work, which is why we have always practiced remote work locations and flexible work schedules. Our team members work from their homes during the hours that work best for them. We provide a monthly stipend to cover remote work expenses and employees join most meetings virtually using Zoom or Teams. We also conduct in-person meetings when it is deemed beneficial by our clients or team members. Employees do need to be available during the traditional work hours of around 8am to 5pm in case meetings get scheduled, but outside of that they can work whenever and wherever they prefer. We come together for project close-out meetings, quarterly celebrations, and other annual events to build and maintain relationships across the team but overall people get to enjoy flexibility in when, where, and how they arrange their work.
Balanced Workloads. One of the most challenging aspects of leading an organization is related to balancing workloads over time and across people. Companies have implemented everything from project management software to workload forecasting algorithms to develop and implement workforce planning efforts that allow them to predict and balance workloads. We too use software and algorithms to help us forecast our work, but even more importantly, we have implemented practices that create a culture that enables work-life balance. We set workload thresholds of 35-40 hours per week, we track and forecast work to ensure balance and fairness, we practice personalized PTO that allows people to determine how much time off they want, and we conduct summer and winter shutdowns so our entire team can disconnect from work in order to refresh. Those are just a few of the ways we work to create a balance between work and life at C1C.
If you would like more information about how to set your organization up for success or support in implementing any of the tactics mentioned above, feel free to reach out!