Wanted: Your Burning Questions For 9 Workplace Pioneers

We try to induce rebel-way of thinking and acting which is challenging so far „wisdom”
It could be seen as slow down as to quick wins/ quarterly reviews for many in C-LEVEL and Supervisory Board. What could be the best tip to start this journey ... and keep going ?
Thanks

Do we stiil need management after all?

Communication is a crucial part of getting the process started. How do you communication with thousands of people to get the message through, when you do not have C-level leadership to kick it off?
People here are so tired of the overwhelming number of emails, posters, internal community groups... all vying for their attention, that if it doesn't come all from the top, they aren't even reading it anymore. How can we even get them to talk to us? Is top leadership level crucial, after all?

When not in a position of authority or power, what is the best way to get buy in from others, or influence team members to adopt your challenge(s) to the status quo?

A question is live to hear from Amy Edmondson - how do get a management team to coordinate and cooperate when organization is set up with traditional silos & matrix structure.

What is the single most important behaviour/act senior leaders need to consistently perform in order to encourage employees at all levels to normalise speaking up and acting up in a truly empowered manner about progressive ways of working?

What are practical steps leaders can take to move us to share more and adopt a feeling of abundance rather than the constant need to work and earn more?

Love it! Any specific person to address this one to in particular?

I believe it is important for an organisation to have a good first impression for an employee. What are the most effective recruitment and onboarding practices you have seen that turn a new starter into an employers' biggest advocate from day one.

Great one. Any specific person to ask this question to?

Also, check out something we wrote earlier that touched upon this topic: https://corporate-rebels.com/recruitment/

Hi Rebels, last week I attended a workshop with Richard Bartlett and Nathalie Lombardo (The Hum.org) in Lisbon. One of the topics was Power Dynamics in horizontal organisations and the topic of co-ownership (to prevent reversing all progress made in horizontal workplaces by the pioneers).
There are a number of examples where, after a change of majority ownership, the new owner (or the real decision maker) decided to return to command & control (e.g. FAVI, Origin (after its acquisition by Philips), Wodify and to a lesser extent Zappos (after its acquisition by Amazon)).
So how can these pioneers warrant the safeguarding or continued application of the core principles and the fundamental changes that were made?
At first glance, co-ownership would make it more difficult to undo the revolution but it does not exclude it, once ideas contrary to the ideas of the founders infiltrate the organisation (see for example political parties that are hijacked).

If you should reward trust and/or added value over performance, how do you measure them?

We are on a transformation journey within our unit (~80 people. Part of a 100k person company). We've accepted this will mean taking small, but courageous steps.
My question (to anybody who can give me an answer :)): how do you encourage more people within the unit to come along on the journey while at the same time making sure those already joined don't lose heart or get demotivated to continue.

That's a good question Linda! Many other people are struggling with the same problem...

Hi Michael, good points! We actually wrote about this before: https://corporate-rebels.com/when-pioneering-companies-fail/