Self-leadership in large corporations - yes, it does work!
Alana Gahler, Employee Experience Design at Swiss International Airlines, describes the transformation process of an HR team towards self-organized work in "Self-leadership in large corporations."
In the evolving world of work, traditional leadership models are being challenged, and self-leadership is emerging as a powerful alternative. One inspiring example comes from an HR team at Swiss International Airlines, who embarked on a journey of self-leadership, breaking free from hierarchical structures. Their story offers invaluable insights into what self-leadership truly entails and how organizations can benefit from embracing this approach. Here are the three key takeaways from their transformative journey:
Agility Is What You Make of It
Agility is often hailed as the gold standard for modern work environments, but it's not a one-size-fits-all solution. In the case of Swiss International Airlines’ HR team, they initially struggled to fit their work style into established frameworks like Holacracy or Agile. However, they soon realized that agility doesn’t need to be rigid—it’s about adapting principles to fit the specific needs of the team.
Instead of forcing themselves into a predefined model, they defined their own version of agility, which allowed them to embrace flexibility and respond more effectively to the challenges they faced. By doing so, the team built confidence in their self-leadership abilities and found a rhythm that worked for them.
💡 Key Takeaway: agility is not about strict frameworks but about creating a system that works for your team.
Self-Leadership Requires Just as Much Effort as Traditional Leadership
One common misconception about self-led teams is that they save resources by eliminating traditional leadership roles. In reality, self-leadership requires just as much—if not more—time and effort. The HR team at Swiss International Airlines quickly learned that redistributing leadership responsibilities among team members didn’t reduce the workload but shifted it.
In self-led teams, everyone takes on leadership duties, which means more time spent communicating, collaborating, and defining processes. While it may seem like a more "inefficient" approach to outsiders, this shared responsibility is crucial for the team’s autonomy and success.
💡 Key Takeaway: self-leadership doesn’t economize resources but fosters a more distributed, collaborative approach to decision-making.
Support is Crucial for Success
Transitioning to a self-leadership model can be a bumpy ride, filled with uncertainty and challenges. The HR team’s journey highlighted the importance of having the right support in place. Without experienced guidance, they encountered frustration and confusion. They quickly realized that having a skilled coach or mentor could have helped them navigate the difficulties more smoothly.
A mentor who understands the struggles of self-leadership and has a toolkit of solutions can help teams overcome obstacles and stay on track.
💡 Key Takeaway: organizations should provide adequate support and mentorship for self-leadership teams to ensure their success and avoid burnout.
Conclusion: The Potential of Self-Leadership
Self-leadership isn’t just a trendy concept—it’s a transformative approach that can redefine how teams collaborate, communicate, and innovate. By adopting a flexible, agile mindset, understanding that self-leadership requires commitment, and ensuring proper support systems are in place, organizations can unlock the full potential of their teams.
As demonstrated by Swiss International Airlines’ HR team, the journey to self-leadership may be challenging, but the rewards—personal growth, increased empowerment, and stronger collaboration—are well worth it. It’s time for organizations to embrace self-leadership and set their teams on the path to greater success.
About Alana Gahler
Employee Experience Design at Swiss International Airlines
Alana was born in Zurich to a South African mom and a Swiss dad. She commenced her education in the art fiel. She then completed a Master's degree in Motivational Psychology at the University of Zurich. Since ten years, she holds different roles in SWISS HR. She runs her own painting studio ”Malort im Dörfli” in the old town of Zurich, where she combines her passions for art & people by offering grown-up’s the opportunity to work on personal growth and children a value-free painting environment.
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