Definition of sustainable leadership and organizations

  • Sustainability is in context of anything living, which includes humans (humans as “resources”). Just as for the environment, humans cannot be regarded and exploited as an infinite “resource”, but needs proper maintenance and care. It is understood, that a human is something else than a static/dead “resource”, namely a living being with associated sensorial capabilities and a sensitive, thinking and memorizing psyche.
  • An organizational and leadership form, high on trust, which addresses the collective intelligence present in the corporation, and which aims to remove the limiting, inappropriate and hierarchical limitations.
  • An organizational and leadership form, that regards the corporation as a living and organic system.
  • An organizational and leadership form that understands the importance of purposeful and meaningful involvement and occupation.

The company’s planning and structure


  1. Organizational and individual purposefulness over profit, selfsustainability, velocity, happiness, satisfaction and outer motivational factors as the currency. Profit, selfsustainability, happiness and satisfaction will be associated and positive sideeffects.
  2. An understanding of organizations as a systemic and sensorial entity, over a static and hierarchical entity.
  3. Accessibility to information and velocity in information-flows over information hording, selective and slow distribution.
  4. All parts of the (living) system are using their sensorial capabilities to detect and adapt to necessary change over cascading of high-level executive strategies.
  5. A decent remuneration level which enables a decent life, and reasonable differences in salary levels between different categories of employees, over minimum-wage and unreasonable salary levels between categories.
  6. Corporate wide bonuses over personal incentives.
  7. Self-organized teams over (fixed) hierarchies and middle management. The decision authority also entails hiring and onboarding of new employees.
  8. Staff functions without formal authority over staff functions with formal authority, and with a higher distribution of typical staff functions done by the teams.
  9. Internal coordination using ad-hoc meetings over fixed meetings.
  10. Radically simplified project and finance management (sense and adapt) over comprehensive prediction and control-systems.
  11. Decentralized planning and management over centralized planning and management.
  12. Dynamic and organic adaptation of roles over scarce promotions.
  13. Values translated to easy understandable, concise and operational behavioral descriptions over ambiguous and general values.
  14. Governing planning and organization using intuition and common sense over one-sided focus on rationality (setting the course using both the heart and the brain).



  1. Distributed and decentral leadership over hierarchical, central management and autocracy. Decisions are taken where the competence is present, and where the implementation of the associated solution lies.
  2. Pragmatic and prompt decisions over consensus-seeking and slow decisions.
  3. Freedom to choose and adapt one’s own role over management assigned, fixed roles and organizational diagrams, jobdescriptions and usage of jobtitles.
  4. Aim towards making everyone powerful over ensuring that everyone have equal power.
  5. Unlimited decision authority over limited decision authority (providing the decision process is followed).

Employees and teams


  1. Humans are regarded as a potential (with resources) over resources which can be exploited, utilized or extracted, and a potential should be maintained through proper care and solicitude.
  2. The workplace employs humans in their wholeness over aiming to provide employment of people wearing a professional mask. Time, people and life cannot be cleaved.
  3. Work is regarded as an intimate and existential part of our lives over a dehumanized and decoupled part.
  4. Continuous understanding of who you are as a person over an understanding of what you are. Personal leadership, personal mastery and honest feedback are essential nutrients.
  5. Feedback on the contribution over feedback on the result. The goal is to strengthen the individual’s self-worth and self-accept rather than the self-confidence.
  6. Authenticity over unnatural adaptation.
  7. Integrity over dishonest and incongruent behavior. The question to ask is what the right thing is to do in the moment.
  8. Trust in people over control. Presuppositions and convictions about people need to be aligned with trust.
  9. Having ambitions over being ambitious.
  10. An accept of life’s and corporation’s unpredictability and human’s fallibility as basic conditions, followed by the necessary adaptation, over focusing on trying to control things and events which cannot be controlled.
  11. Relating to assumptions about humans and the world over relating to values and mission.
  12. Team-performance over individual performance assessments.
  13. Singletasking over multitasking.
  14. Selfreflection and peer evaluation over manager evaluations.
  15. Personal freedom and responsibility for one’s own education over centralized HR programs.
  16. Diverse, cross functional and generalized teams over similar, single-profession and specialized teams.
  17. Focusing and compensating people for their contribution over focusing on and compensating people for their time.

The world outside of the corporation


  1. Cooperation with competitors and focus on the company’s purpose over viewing the competitors as enemies.

Physical surroundings


  1. Flexibility to choose one’s own worktime and workplace over fixed schedules and workplaces.
  2. Self-decorated, adaptable and warm physical surroundings, opened up for the employees families (and pets) over standardized, cold and professional surroundings also being used as status symbols for managers.
  3. Reflective spaces and possibilities over the lack of those.