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Leadertarians Manifesto

  2. #Leadertarians (#Lidertarios) is a book and a vision -peculiar and biased- about how technology is impacting human relationships and social organisation methods in this, the impetuous 21st century. It’s a vision of how management, leadership and corporate culture will be transformed in order to face this new reality. The book was first published in 2015 in Spanish by Planeta and is also available to download in English online. It’s a lively, optimist, humanist and emotional book, which showcases ideas and actions that were implemented to help Good Rebels -a digital services company re-founded in 2009- grow from 5 to more than 100 co-workers in 5 years. The following manifesto reflects the essence of this vision in 20 theses. 20.
  3. STRATEGY IS OVERRATED1. In order to permanently create value for people and society, companies will be under frenetic pressure in the search for innovation. Entry barriers are reduced, and in the digital age it is even easier to copy and emulate and to improve products, knowledge and services. Everything is changing too fast and we can’t take months to develop, launch and reflect. In this context, the long-term that defines strategy is losing value.
  4. Too many decisions, too much uncertainty. We need leadership more than ever, because leaders helps us to answer the why’s and to visualise promised lands. Let’s leave the what’s for the end. In a changing environment, the what’s have answers that mutate over time. Survival implies evolution, and the what’s change. We will have to invest in defining and spreading our vision. Taking time from our schedules and talking about the vision, defining it and refuting it. THE AGE OF WHY’S2.
  5. PEOPLE FIRST3. Individuals are donning super powers. This is why our mission’s essence fits into two words: people first. Good Rebels’ objective is to help companies to put people—co-workers, business partners, providers, clients—first. It sounds more and more like the “social company ” is a valid model for an economic setting where consumption is not expected to grow like it did before, where consumers and citizens, now digitally empowered, tend to prize companies higher that work on creating “shared value” with society. 
  6. THE POWER OF INTRINSIC MOTIVATION 4. Keep talent and foster innovation. Companies that seek to foment this “entrepreneurial” culture: establish a vision, a place in the world; 2) encourage personal and professional development, and 3) give their co- workers authority to make their own decisions and to develop their own ideas within the context of the collective mission. These three axes create intrinsic motivation, which is the most powerful, since it comes from the inside out. 
  7. RELEVANT, UNIQUE, ASPIRATIONAL5. Creating a unique company has a reward. It helps to charge more for our products or services and to obtain better profitability. It naturally attracts talent. We create an aspirational project, wherein people want to work and with which clients and other companies also want to work. And it mentally enables its workers to pursue the impossible: “If we don’t do it, then who will?” KPIs that go beyond number of employees, turnover or profit: it’s about creating a company that people want to exist.
  8. INNOVATION TROUGH ENGAGEMENT6. If we’ve established an internal culture that promotes intrinsic motivation, we’re increasing employee engagement. Co-workers in turn will make greater efforts to innovate. By using digital tools that make it easier to collaborate and decentralise processes, we foster connections within the organisation, accelerating the speed of innovation. And if we make corporate barriers more porous, we will be able to open our innovative processes to providers, partners, clients or society as a whole.
  9. FAIL OFTEN, FAIL QUICK, FAIL CHEAP7. The Just in Time philosophy was established in Toyota’s factories back in the 70s. But the “lean” mantra has now permeated in kind of business disciplines. It has inspired scrum software development methodologies, startup innovation and even marketing. Digitalisation is changing the rules of the game and imposing new procedures. Companies should learn how to incorporate immediate trial and error methodologies: data collection, analysis, correction, action,... We should learn to fail agilely, quickly and efficiently.
  10. THE OPEN ORGANISATION8. Becoming a platform makes it possible to have robust, rapid growth. Just as with social networks, once a critical mass has been generated it is hard to oust a network’s predominance because its members have invested a lot of time to create their node and establish connections with other nodes. A networked company is better prepared for our fluid reality. Many P2P-economy or collaborative projects, such as AirB’n’B or Uber, are working to become the playing board whereupon participants carry out their economic activity.
  11. COLLECTIVE INTELLIGENCE AND OPERATIONS 2.0 9. An entity isn’t digital because it communicates via the web, follows influencers on Social Media or has streaming conferences. It is, because it thinks globally like a distributed intelligence and because it acts, internally, as a networked community of practice. Our experience tells us that less-centralised management of 2.0 knowledge accelerates learning and access to experts. Decentralised organisation will reduce unnecessary bureaucracy that keeps order, but limits freedom while creating frustration. 
  12. COOPERATIVE COMMUNITY10. A sense of belonging is reciprocal. I feel like a part of a project, while I also feel that the project is partially mine. We must fight to remove borders, so often imposed by our own words (owners, employees, directors, departments, ...). Putting people at the center also means raising awareness about the common good. Educating people about mundane common goods (kitchen, toilets or basic administrative processes) helps treasure more valuable ones:
 building methodologies, sharing knowledge, helping each other out. (and Common Goods Care)
  13. CULTURE AS A COMPETITIVE BARRIER11. Corporate culture is defined as the principles, beliefs, standards and habits, not necessarily in writing, that are shared and transmitted between the members of an organisation. Manuals say that the type of culture doesn’t necessarily have to be better or worse in search of company success. What is injurious is for culture not to exist, or for it to be weak. The lack of consistency in action is what can place an organisation in danger. A strong culture is a characteristic feature of outstanding companies.
  14. GOOD PEOPLE AND GOOD PROFESSIONALS12. If a person is good-hearted they’ll want to work with good-hearted people. And if a person is intelligent, they want to be surrounded by intelligent people. In order to create high performance teams, kindness and above average technical skills and/ or intelligence are the two main criteria when hiring (and firing) people. A lack of solidarity or evil is normally quickly diagnosed by colleagues. At this point, the greatest challenge is not allowing a brilliant effort to prevent a swift dismissal.
  15. AUTONOMY AND RESPONSIBILITY13. A cooperative community works on providing sovereignty of action to its members. This means absolute transparency and open access to the information necessary to make decisions. But it also implies self-demand, being demanding with ourselves before others. If we demand from ourselves, we will have the authority to demand from others. Let’s be self-critical and non- conformist, investing our vital energy, putting our nose to the grindstone to improve what we dislike and can be improved.
  16. SELF-MANAGEMENT14. Absolute financial transparency, a decrease in salary differences and privileges between directors and non-executive workers, telecommuting, a reduction in standards and procedures, consensus on tactical and even strategic decisions, voting on the physical site… In short, democracy is seeping through the walls of the company. Hierarchy stifles innovation. Co-workers should be treated as adults. In return, they give commitment, passion and enthusiasm. A boss can order someone to do a task, but it isn’t so easy to “impose” commitment.
  17. RADICAL TRANSPARENCY15. Eradicating paternalism builds resilient companies. Making all available information accessible to the public, without those affected making decisions, encourages individual responsibility. It empowers people to organise without a need for formal, alienating structures, whether they are omnipotent states, obese companies or public or private entities that forgot their humanist task. Granting co-workers absolute access to information allows them to make decisions on their own.
  18. CO-LEADERSHIP16. Sometimes we adopt, and sometimes we adapt. Sometimes we follow, sometimes we lead. A shared leadership is neither heroic nor elitist. In their facet as temporary leader, each member of a cooperative community has a decisive influence and generates a global result. Every leader needs a community: to inspire them, to encourage them, to correct them, and to make them stronger. Every community needs leaders. The more, the better. 
  19. MORE COMMUNICATION17. In an environment that encourages conversation supported by digital tools that multiply contact points and fragment the message, without ruling hierarchies that prioritise messages sent form the top down, the leader- teacher must accept that they will have to repeat concepts time and time again, to create a light rain that gently soaks through. Internal communications are a responsibility that lies with each member of the organization. We need more asynchronous communication (more writing). And to provide each other with more constructive feedback.
  20. ART AND SCIENCE18. The science of information and the art of communication. Separated sides of the brain, or innate capabilities? Our decisions are emotional (not supported by logical reasoning) on more occasions than we would like to admit. The 20th century, the century of technique and efficiency, was dominated by professionals trained with MBA programmes, and now the 21st century in turn will demand a new sort of professional, with more creative skills. A leadertarian needs to combine logic and magic in the same brain.
  21. MORE HUMBLENESS, LESS HUBRIS19. Overweening pride leads to rejection and isolation. A leader who doesn’t listen or admit their weaknesses ends up on their own. What has gotten us this far may not take us over there. Self-sufficiency kills one’s desire to improve. Failing several times before reaping a success helps us to weigh the confluence of context and chance. Playing down failure and success is a way to fight hubris, the mixed mental state of pride and vanity that drove the Greek heroes to go too far in their victory.
  22. THE NEED FOR "PROFESSIONAL LOVE"20. Strategy is always very hard (markets, products, profitability, promotion, productivity...) when we are in a time that so desperately needs soft concepts. Traditional values such as family and religion have fallen out of use in Western societies. We need affection and recognition more than ever. At companies, we get bored always talking about productivity, competitiveness, efficacy, positioning and differential advantages. We want a bit more feeling, fun and affection. We want more love during our working hours.
  23. Creating intrapeneurs in the digital age DOWNLOAD EPUB PlanetadeLibros Gestión 2000 Behind the #leadertarians movement you’ll find technological humanism compelling us to strive for a world improved by digital technologies. The book goes beyond the what's, explaining the why’s and how’s for companies seeking to survive the most exciting century of humankind history so far. And to take care of their co-workers happiness during the journey. The #leadertarians vision goes beyond traditional management, and takes advantage of the digital tools and state of mind to implement a new kind of leadership.
 The book also tells a story of overcoming emotional struggles, that of a family of entrepreneurs who reinvented themselves and build a successful business case. BUY BOOK For Spanish copies
  24. Together, brothers Fernando (@abladias) and Juan Luis Polo (@juanluispolo) accrue quite a few years of experience in the digital world. In 2009, Territorio creativo, the company founded by Juan Luis and Mari Cruz Polo, was re-founded as a social media agency and consultancy. After merging with a UK- based social business consultancy the company was renamed as Good Rebels. Today it operates in 6 countries and is powered by more than 130 co- workers, who help big organisations operate in this new digital world. Fernando and Juan Luis are also professors at different business schools and frequent speakers at professional events. Their first book #Socialholic: Everything you need to know about social media marketing, was published in Spanish by Planeta in 2011, and in Portuguese by Senac in 2013. THE AUTHORS
  25. • @GoodRebels Barcelona • Bogotá • Brighton • Ciudad de México • Lima • Madrid A world powered by people A MANIFESTO