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Flat Army Creating a Connected and Engaged Organization
Flat Army( Creating a Connected and Engaged Organization) <> Hardcover <> DanPontefract <> JohnWiley&Sons
314 pages, Hardcover
First published January 1, 2013
34 people are currently reading
768 people want to read
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Displaying 1 - 16 of 16 reviews
April 12, 2019
I truly wanted to like this book and first chapters were promising as there were many new examples that I have not seen from other books that actually covered the recommendations. I was expecting some novel framework and more strategic book, you can definitely say that the book is "dense" as it has so many different examples, including several classics (Mintzberg, Drucker, Collins). This is both a strength and a weakness of the book as the overall narrative seemed to get lost under the huge pile of facts (as per author majority of the book was written using EverNote). I think that the part and detailed overview of different online collaboration and information sharing options (i.e. what is a Wiki, how to use chat, micro-blogging, rating systems, badges etc.) was unnecessary.
Two takeaway ideas that I noted down:
*Use the term "exploring" instead of job shadowing.
*Appraise behavior during projects and highlight it, not just the result.
The 15 attributes that display the effectiveness of the Flat Army approach:
TRUSTING – Don’t feed your vanity and allow others to express their opinion. Reward them for making mistakes, as long as they are within the context of planned improvements.
INVOLVING – Don’t put anyone on the side, and double-check that everyone has a role to play. Destroy all the shallow obstacles that are preventing the employees to seize the day.
EMPATHIZING – Don’t be overly critical and focus on the growth of the organization. Applying the reward-punishment system is not only outdated but highly ineffective as well.
DEVELOPING – Pave the way with vision and intentions that incite the employees to develop and grow as professionals.
COMMUNICATING – This is not a one-way street, but a dialogue that lowers the chances for any misunderstanding to occur due to unclear instructions.
ANALYZING – Don’t draw conclusions single-handedly; allow others to gauge the level of your competence to see whether the analysis is accurately presented.
DECIDING – Take into account the consequence and rewards of your decision-making. Stay flexible, and prepared to adapt if such thing is required.
DELIVERING – Don’t rush into making split-second decisions. When you ran into trouble, dive into thorough investigation and devise a plan to overcome the situation you are facing.
COOPERATING – Sprinkling a dose of enthusiasm and positivism is the embodiment of a successful cooperation. Don’t become a loner; it sends negative vibes to the Universe.
CLOWNING – You don’t need us telling you that people who love their jobs and are relaxed cannot fit into the group of underachievers. Raising the morale of your employees is as critical as formulating a long-term strategy.
COACHING – Mentor your subordinates, provide guidance and give them feedback. This is the recipe for having motivated and highly creative associates around you.
MEASURING – Don’t forget to use “quantitative business metrics,” for the purpose of measuring the level of achievement.
EXPLORING – Get out of your comfort zone, and put a weight on all your options. Take the burden off your shoulders by understanding the surroundings.
ADAPTING – We can’t emphasize enough on how important it is to remain flexible at all costs.
BETTERING – There’s no such thing as perfection. Never settle for anything less than utter dedication and friendliness. Work to improve that atmosphere.
Two takeaway ideas that I noted down:
*Use the term "exploring" instead of job shadowing.
*Appraise behavior during projects and highlight it, not just the result.
The 15 attributes that display the effectiveness of the Flat Army approach:
TRUSTING – Don’t feed your vanity and allow others to express their opinion. Reward them for making mistakes, as long as they are within the context of planned improvements.
INVOLVING – Don’t put anyone on the side, and double-check that everyone has a role to play. Destroy all the shallow obstacles that are preventing the employees to seize the day.
EMPATHIZING – Don’t be overly critical and focus on the growth of the organization. Applying the reward-punishment system is not only outdated but highly ineffective as well.
DEVELOPING – Pave the way with vision and intentions that incite the employees to develop and grow as professionals.
COMMUNICATING – This is not a one-way street, but a dialogue that lowers the chances for any misunderstanding to occur due to unclear instructions.
ANALYZING – Don’t draw conclusions single-handedly; allow others to gauge the level of your competence to see whether the analysis is accurately presented.
DECIDING – Take into account the consequence and rewards of your decision-making. Stay flexible, and prepared to adapt if such thing is required.
DELIVERING – Don’t rush into making split-second decisions. When you ran into trouble, dive into thorough investigation and devise a plan to overcome the situation you are facing.
COOPERATING – Sprinkling a dose of enthusiasm and positivism is the embodiment of a successful cooperation. Don’t become a loner; it sends negative vibes to the Universe.
CLOWNING – You don’t need us telling you that people who love their jobs and are relaxed cannot fit into the group of underachievers. Raising the morale of your employees is as critical as formulating a long-term strategy.
COACHING – Mentor your subordinates, provide guidance and give them feedback. This is the recipe for having motivated and highly creative associates around you.
MEASURING – Don’t forget to use “quantitative business metrics,” for the purpose of measuring the level of achievement.
EXPLORING – Get out of your comfort zone, and put a weight on all your options. Take the burden off your shoulders by understanding the surroundings.
ADAPTING – We can’t emphasize enough on how important it is to remain flexible at all costs.
BETTERING – There’s no such thing as perfection. Never settle for anything less than utter dedication and friendliness. Work to improve that atmosphere.
August 24, 2013
Well presented case for creating a collaborative culture within organization. In addition to anecdotal stories and case stories, the how-to implement recommendations in the final chapter are concise. Excellent, excellent book.
November 6, 2024
This book's title compelled me to give it a chance. I am attracted by the idea of developing a "flat" workforce where everyone works in alignment without being commanded to perform tasks by managers. Pontefract puts forth 5 ways to create this type of work environment.
Here’s a summary of the five core frameworks or models presented in Flat Army: Creating a Connected and Engaged Organization:
1. Connected Leader Attributes Model
In Chapters 4-6, Pontefract introduces 15 key attributes for leaders to cultivate, including trust, empathy, communication, and adaptability. Each attribute is illustrated with real-world examples and practical guidance. These qualities enable leaders to build strong, meaningful relationships with their teams, fostering a collaborative and engaging work culture.
2. Participative Leader Framework
Chapter 7 presents the Participative Leader Framework, emphasizing the power of networking and active engagement. Pontefract encourages leaders to build professional networks within their organizations and support their teams in doing the same. Continuous networking is highlighted as crucial for sharing knowledge and sustaining engagement, with specific ideas for involvement like webinars and book clubs. He also advocates using technology to support ongoing connection and collaboration.
3. Collaborative Leader Action Model (CLAM)
Discussed in Chapter 8, the Collaborative Leader Action Model focuses on building an inclusive, collaborative culture where employees are actively involved in the decision-making process. While employees may not be ultimate decision-makers, they are essential contributors to the organization’s goals. Pontefract underscores that a successful Flat Army requires an environment where employees feel valued and included.
4. Pervasive Learning Model
In Chapter 9, the Pervasive Learning Model advocates for a holistic approach to organizational learning that balances three types of learning: formal (33%), informal (33%), and social (33%). Pontefract argues that learning should be embedded in all aspects of the workplace to drive continuous improvement (Kaizen) and adaptability, allowing employees to learn and lead effectively across different settings.
5. Open Leadership Framework
This model emphasizes the use of technology to enhance leadership effectiveness and maintain connectivity. Chapter 10 highlights various tech tools—such as Evernote, Twitter, LinkedIn, and wikis—and explores the concept of “continuous partial attention.” Leaders are encouraged to manage digital engagement responsibly, avoiding constant distraction, and instead using technology to enrich communication, collaboration, and productivity.
Review: In the final chapters, Pontefract offers actionable strategies for applying the Flat Army philosophy. However, since I'm not currently in a position to implement these ideas, my reading experience felt more academic than practical. It's helpful to learn about different approaches to creating corporate alignment, but for now, I'll set this book aside and may revisit it in the future.
Here’s a summary of the five core frameworks or models presented in Flat Army: Creating a Connected and Engaged Organization:
1. Connected Leader Attributes Model
In Chapters 4-6, Pontefract introduces 15 key attributes for leaders to cultivate, including trust, empathy, communication, and adaptability. Each attribute is illustrated with real-world examples and practical guidance. These qualities enable leaders to build strong, meaningful relationships with their teams, fostering a collaborative and engaging work culture.
2. Participative Leader Framework
Chapter 7 presents the Participative Leader Framework, emphasizing the power of networking and active engagement. Pontefract encourages leaders to build professional networks within their organizations and support their teams in doing the same. Continuous networking is highlighted as crucial for sharing knowledge and sustaining engagement, with specific ideas for involvement like webinars and book clubs. He also advocates using technology to support ongoing connection and collaboration.
3. Collaborative Leader Action Model (CLAM)
Discussed in Chapter 8, the Collaborative Leader Action Model focuses on building an inclusive, collaborative culture where employees are actively involved in the decision-making process. While employees may not be ultimate decision-makers, they are essential contributors to the organization’s goals. Pontefract underscores that a successful Flat Army requires an environment where employees feel valued and included.
4. Pervasive Learning Model
In Chapter 9, the Pervasive Learning Model advocates for a holistic approach to organizational learning that balances three types of learning: formal (33%), informal (33%), and social (33%). Pontefract argues that learning should be embedded in all aspects of the workplace to drive continuous improvement (Kaizen) and adaptability, allowing employees to learn and lead effectively across different settings.
5. Open Leadership Framework
This model emphasizes the use of technology to enhance leadership effectiveness and maintain connectivity. Chapter 10 highlights various tech tools—such as Evernote, Twitter, LinkedIn, and wikis—and explores the concept of “continuous partial attention.” Leaders are encouraged to manage digital engagement responsibly, avoiding constant distraction, and instead using technology to enrich communication, collaboration, and productivity.
Review: In the final chapters, Pontefract offers actionable strategies for applying the Flat Army philosophy. However, since I'm not currently in a position to implement these ideas, my reading experience felt more academic than practical. It's helpful to learn about different approaches to creating corporate alignment, but for now, I'll set this book aside and may revisit it in the future.
October 4, 2017
Couldn't finish it. Some interesting concepts were presented, but it was all based on Pontefract's personal perspective, which didn't resonate with me.
April 3, 2018
No new information here.
September 4, 2019
Some good messages in here, but for me focussed too much on frameworks. I don't see modern leadership and organisational culture being changed by frameworks.
February 7, 2023
good concepts - a little dated
October 9, 2016
While at the American Society for Training Development 2013 conference in Dallas, the book
Flat Army: Creating a Connected and Engaged Organization
* was a hot topic for discussion. It was highly recommended across the organization. I finally had an opportunity to sit down to read the book, and I was not disappointed. There was a lot in this book that I agree with; however, I did find it a little tiring in places because of its repetitiveness. Read more
* was a hot topic for discussion. It was highly recommended across the organization. I finally had an opportunity to sit down to read the book, and I was not disappointed. There was a lot in this book that I agree with; however, I did find it a little tiring in places because of its repetitiveness. Read moreNovember 11, 2013
I was recommended this book by an ex-colleague who's a HR/learning manager.
I think that for managers with no concept of the 'devolved' nature of administration and management, this would probably come as quite a revelation - ditto for those who have no idea of new and social media, and how they are powerful forces for productivity and networking.
Perhaps it's because I'm already some way along the road of the open-minded management journey, but I felt that the best practice in this book wasn't quite up to 'best practice'. It's also a bit too US-centric; I think that the recommendation to have 'clowning' as one of the characteristics is pushing good humour and friendliness in the workplace too far.
That being said, I think there's value in reading it; I did take a few interesting ideas from it, and some new ways of regarding things. I just don't think it's quite the authoritative guide that I might have hoped for.
I think that for managers with no concept of the 'devolved' nature of administration and management, this would probably come as quite a revelation - ditto for those who have no idea of new and social media, and how they are powerful forces for productivity and networking.
Perhaps it's because I'm already some way along the road of the open-minded management journey, but I felt that the best practice in this book wasn't quite up to 'best practice'. It's also a bit too US-centric; I think that the recommendation to have 'clowning' as one of the characteristics is pushing good humour and friendliness in the workplace too far.
That being said, I think there's value in reading it; I did take a few interesting ideas from it, and some new ways of regarding things. I just don't think it's quite the authoritative guide that I might have hoped for.
January 16, 2014
I liked the authors positioning of participative leadership and the collaborative leader action model. I agree totally that we also need a broader context for leadership that is present at all levels of an organization. I thought the author's conceptual framework contained good puzzle pieces.
The disconnect in this book for me came from the large company examples sprinkled throughout the book. They may be practicing one of puzzle pieces the author recommends in his framework, but they're not flat army companies.
The amount of detail might be overwhelming to assimilate if the concepts are new to you. Take a piece or two and work with it.
The disconnect in this book for me came from the large company examples sprinkled throughout the book. They may be practicing one of puzzle pieces the author recommends in his framework, but they're not flat army companies.
The amount of detail might be overwhelming to assimilate if the concepts are new to you. Take a piece or two and work with it.
April 5, 2014
A recipe for organisations that wants to adapt to the future of work. Good read for (managers) leaders at all levels.
Personally I am lucky to have experienced, what is described in the book, happening organically in various ways and organisations for the past decade. It seems to me that the way my own (very small) company is organised definitely is "Flat Army".
I read this simultaneously with "Year without pants" by Scott Berkun. I think they go well together.
Personally I am lucky to have experienced, what is described in the book, happening organically in various ways and organisations for the past decade. It seems to me that the way my own (very small) company is organised definitely is "Flat Army".
I read this simultaneously with "Year without pants" by Scott Berkun. I think they go well together.
January 2, 2014
I couldn't finish it. For starters, I'm not the right audience. It's meant for executives. It's also really touchy-feely. It makes it hard to take him seriously when he holds up France, perhaps the most notoriously unaccomplished and ineffective nation in the Western World, as some kind of paragon of self-organization.
June 16, 2015
Some good tips on creating a flat management structure. But I found it long, yet somewhat lacking. Lacking what, I don't know, as it's the first book I've read on the topic, but I felt like it was just missing something. Still good, though.
September 13, 2016
As good as they get book on the state of business today and what's required to do something vital in our world.
October 3, 2013
I'm 130 pages in of 280 and I cannot convince myself that reading any further is going to enhance and improve my life. I'm not sure about all these positive reviews - I just don't feel this book.
December 2, 2013
Again, it was great to see threads between "The Circle" by Dave Eggars and "Contagious" by Jonah Berger... really good read.
Displaying 1 - 16 of 16 reviews