I think I'm a smart individual, but I don't know everything,” she said. 'Delegating in the traditional sense implies that, as the leader, I know all of the things. Because nearly the entire 90-person staff knows all the projects that are in the works, Geonetric is able to essentially crowdsource ideas about the best way to accomplish the company's goals. Add your contacts.Īlthough that might be scary for some managers, she said it has a significant upside.

You will begin to receive our Daily Business News updates. 'You know some people won't do things the way you would, and that's got to be OK,” Barnes said. Part of working this way is accepting that people operate in a variety of ways and that's more than one way to accomplish most any task. We hire really great, smart people and let them run,” she said. 'We have self-directed, self-organized teams. Those teams are then responsible for deciding who does what and exactly how they're going to get things done. They communicate the things that can't be adjusted, like timelines, to teams of employees. Still, it doesn't mean there's no leadership.īarnes and Geonetric's leadership board make decisions about where the company is going in a broad sense. This, combined with the flexibility to choose tasks and projects, gives employees a significant amount of autonomy. Geonetric also has more of a 'flat” corporate structure, with less traditional managers.

Instead, we make the work visible and allow people to pull that work,” she said. 'Delegating, to me, means I'm hoarding all the information and then pushing it out. Instead of delegating tasks to employees in the traditional sense, Barnes allows teams of employees at the marketing and software development company to choose which aspects of projects they'll work on.

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