Summary of First, Let’s Get Rid of All the Bosses

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First, Let’s Get Rid of All the Bosses summary
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Rating

8 Overall

7 Applicability

8 Innovation

9 Style


Recommendation

In 2015, Zappos CEO Tony Hsieh announced a radical measure: As part of the firm’s endeavor to become a “Holacractic” – that is management-less – organization, it would no longer have “people managers.” Staffers could embrace the self-management philosophy or leave. Roger D. Hodge, national editor at the online publication The Intercept, mingled among Zappos employees and presents their reactions to the announcement. He also explains Holacracy’s philosophy and guiding principles, as well as the character traits of the unconventional CEO who drove the decision to enforce self-management. getAbstract recommends this read to any manager curious about the pain and enthusiasm that accompanies radical change.

In this summary, you will learn

  • What working at Zappos is like,
  • What kind of future Zappos CEO Tony Hsieh envisions for the company and
  • How Zappos’s employees cope in their new reality.
 

About the Author

Roger D. Hodge is the national editor at The Intercept and the author of The Mendacity of Hope.

 

Summary

Zappos CEO Tony Hsieh lives, socializes and holds business meetings in a luxury trailer park in downtown Las Vegas. His attire and demeanor are casual, his style of leadership is unorthodox, and the culture at Zappos deliberately “wacky.” Around 2012, Hsieh began introducing the “Holacracy” management system. Its basic tenet is that people’s creativity can’t thrive within traditional management structures. In a Holacratic organization, people don’t have functions, but instead take on various “roles.” They belong to different “...


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