This document discusses the leadership approach of Ricardo Semler and his company Semco. Some key points: - Semler implemented a radical hands-off leadership approach at Semco, giving employees significant autonomy and participation in decision making. Employees set their own schedules, salaries, and can choose which managers and offices they work under. - This decentralized, non-hierarchical model has led to high growth and profitability for Semco. Over a 14 year period the company grew revenues at an average of 27.5% annually, even as other Brazilian companies failed. - Semler's approach places high trust in employees and their creativity. By treating employees like adults and giving them freedom, they respond positively and help

2. WHO IS YOUR
FAVOURITE LEADER ?

3. SUCCESSfUL
PEOPLE

4. WHO IS YOUR
FAVOURITE LEADER
INSIDE AN ORGANISATION ?

5. Great!
What ‘bout Tender?
Who can buy you a “BUMPER” tender Offers for your organization in order to develop
more.

6. WHO IS A
GOOD LEADER ?

7. BUT
WHAT IS
REAL SITUATION
IN AN ORGANISATION ?

9. FREE
YOURSELF !

11. HOW TO RUN A COMPANY WITH
( ALMOST ) NO RULES

12. 900 % GROWTH IN LAST 15 YEARS
100 MILLION POUNDS PER YEAR
REVENUE

14. SEMLER’S 3 PRINCIPLES
EMPLOYEE PARTICIPATION
INFORMATION TRANSPARENCY
PROFIT SHARING

16. SEMCO NOW
 Employees set their own working hours
 Employees choose their own salaries
 All meetings are voluntary and open to everyone
 Employees hire their own bosses
 HR has been almost abolished, because leaders need to be able to treat their
employees right themselves
 All employees rate their bosses twice a year and all ratings are published
 Employees choose which leader they want to work under
 Employees choose which Semco office they want to work out off
 Employees can take early retirement, meaning they get one day a week off in
return for working one day a week after they retire.

17. Interesting Things In Case
“Treat People Like Adults And They’ll Respond Like Adults”
“Thrive Best By Entrusting Employees To apply Their Creativity and Ingenuity”
“You Won’t Find Most of the Trappings of Organisation and Management”
“Out of Some Altruistic Ulterior Motive”
“Growth 27.5 % a year for 14 years”
“Brazilian banks and companies have failed, Semco has Survived”

18. Clients
Do not come first ,
“EMPLOYEES”
come first
so,
if you take care of your employees ,they’ll take
care of your clients

19. But,
most important leadership tools is…
INACTION

20. Leadership Style?
DISCUSSION QUESTIONS

21. Pyramid System V/S 3-
concentric Circles-Mode
Executives
Managers
Workers
WHY?
HOW?
WHAT?

23. Challenges that a radically hands-off
leader face?
How to Address that?

24.  Slow Decision Making
 Poor Time Management
 Conflict
 Low goal Setting
 Fuzzy accountability
And ultimately Instability

25. For Addressing:
One on One Time with Employee.
Another option is at “ENTRY LEVEL” , where the
employee is educated about organizational goals.

26. How could future leaders be identified in
Semco ?
Would leadership training be important to this
organization?

27. What could other businesses learn form
Ricardo Semler’s approach?

28. GROUP 8
THANK YOU !