Role Unassignment Guidelines

This document describes the process a Circle Lead may follow when they are unhappy with the way a member is energising a role, up to and including the steps to remove the role assignment from that member. It addresses situations when the member:

• is not doing the work that needs to be done;

• is not carrying out a project the way your role needs it to be carried out;

• ‌is not meeting the requirements for filling a role or being in a circle.

The conversations and escalating actions of role unassignment can have a tremendous impact on both the member and the larger organisation. As you consider moving forward, please remember that:

• Communication is key. Make sure you’re clearly signalling that needs are going unmet.

• Ensure the individual has the appropriate skills and knowledge to be able to carry out the role. If the member lacks skills, what can be done to help them acquire the appropriate skillset?

• Consider consulting other relevant roles for diverse perspectives before taking action.

• If you consider escalating action, ensure the individual is fully aware so they can course-correct.

Before we review the process, let’s briefly reflect on the responsibilities of both the member and the circle lead.

RESPONSIBILITIES OF THE ROLE-FILLER

In line with the Constitution S1.2, a role-filler is expected to: sense and process tensions; process the Purpose & accountabilities of their role into projects and next-actions; track those projects and next-actions; break down projects into next-actions; and execute those next-actions. They are also expected to follow the Rules of Cooperation outlined in the Constitution S2, which in summary say that: they have a duty of transparency; they have a duty to process messages and requests sent to them by others in the organisation; they have a duty to prioritise their focus in a way that benefits the organisation; and they have a duty to abide by relational agreements they commit to.

These responsibilities sum up to an ethic of both personal empowerment and responsibility. Practically, we are expected to “be the CEO of our role,” sensing what’s needed to achieve the role’s purpose. We track the work we take on. We prioritise what we pay attention to in a way that benefits the organisation. When required, we collaborate with and support others so that our individual and collective tensions are dealt with. We speak up when things aren’t going to plan, and work out a new plan with those affected. We communicate if we aren’t able to attend a meeting we had agreed to attend. We do our best.

There are key systems and structures that support our members and help them understand both their rights and obligations:

• Holacracy Constitution

• Relational Agreements

  • Membership agreements: broad expectations that underpin everyone's membership at ATT

  • Community agreements: more specific expectations and processes that inform life at ATT

  • Individual working agreements made between individuals

AUTHORITIES OF THE CIRCLE LEAD

In Holacracy, management powers are pushed out to all the members of a circle. If a member of a circle does not live up to their obligations, any other member of the circle has the rights and responsibility to address the issue. However, the circle lead has a unique set of authorities.

To be clear, circle leads are not typical “people managers”. They are not there to solve a member's problems or tell them what to do. Instead, they are there to safeguard the circle's purpose. They may define the work needed to achieve that purpose, judge what work should be prioritised, and ensure that the quality and timeliness of work is appropriate for achieving the Circle’s purpose. In addition, they can allocate the circle’s resources (money and other domains) and assign people to and from roles.

HOLACRACY TOOLS FOR HOLDING ROLE-FILLERS ACCOUNTABLE

Below are different common scenarios, and escalating tools and steps you can use in order to address them.

If you reach the points highlighted in purple, we recommend a 4-step process that includes plenty of coaching and flexibility to get them back on track. See the following page.

If you need help with coaching tools and techniques before you begin, you can find the GROW method here. And People & Culture, or one of the more seasoned members of ATT, can always help with more targeted advice.

THE 4-STEP PROCESS OF DISCUSSING ROLE FIT– OVERVIEW

Of course, since each member and the challenges they encounter are going to be very different, the process is flexible and should be tailored to the situation and to the member.

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