Going round and round in circles
I was running a workshop down by the beach at Bondi last week (not a bad gig) and found myself asking the participants to stand up and move to a part of the room where there would be no tables or chairs to hide behind. Yep, that’s right, an open conversation in an open space!
What I found fascinating was that everyone chose to stand next to each other along a wall. I politely asked them to stand in a circle so that everyone could see each other. We had a great conversation.
I’ve not used the circle for a while now, but from now on, when relevant in the workshops I facilitate, I am going to do so. Because it works!
Working in circles made perfect sense to me after the opening of a conference I was emceeing a few years ago. We invited a local Indigenous elder to help kick start proceedings by telling us a story about the land we were going to be working on for the next 48 hours. She asked the c. 80 people present to stand in one large circle. And then she asked us why she’d done this? The answer - there’s no hierarchy in a circle.
There's no hierarchy in a circle
For some time now, I’ve had an issue with how org. charts look. The most commonplace construct is a pyramid, with the most senior person at the top and everyone else below them. This seems to me to roughly translate as this person looking down on his / her team. Not a great look.
Not only this, but a pyramid construct actually facilitates micro-management. If the senior leader looks & works downwards, this energy will get paid forward right through the org. chart. The moment we get promoted into a more senior role, our familiar territory is the place we’ve just come from, so we often default to playing here, versus the level we’re meant to now be operating in. This equates to micro-management.
Much better to inverse the pyramid and have the most senior person at the bottom, supporting his / her team, and so on. This org. chart is now saying that everyone is supportive of each other. Now we have an upward energy with extraordinary potential.
But what if we were to take this still further?
What if our org. chart became a circle, versus the traditional hierarchical model?
Instead of rigid ladders and top-down structures, circles offer a way for teams to work together with collaboration, equality and a shared sense of leadership. Organisations that embrace this model often enjoy more innovation, resilience and engagement, not to mention a meetings culture where everyone gets a say!
Back to the woman who opened the conference - using circles isn’t a modern innovation. They’ve been a part of human culture for centuries. Many Indigenous cultures have long used circles in governance, decision-making and community-building. The Talking Circle, for example, is a practice in which participants sit in a circle and speak one at a time, ensuring that every voice is heard and respected. This approach values wisdom, interconnectedness and the belief that leadership is not about power, but about collective responsibility.
We can learn from this wisdom by fostering more inclusive and participatory decision-making processes.
Circles, both in nature and engineering, are the superheroes of shapes.
Take the wheel, an invention so game-changing that we still can’t get enough of it. Similarly, circular organisational structures ensure that power and responsibility are spread out evenly, so no one is left carrying the weight of the world (or the company) alone.
Unlike traditional top-down systems, where information trickles down like a leaky tap, circles encourage open dialogue and collective decision-making. This builds trust, psychological safety, and agility, all things that come in handy when you’re thrown the inevitable curveballs you’ll have to deal with on a regular basis.
The pyramid hierarchy can stifle creativity, slow down decisions and make employees feel like they are lesser beings than those above them on the chart.
Circles, on the other hand, make sure everyone gets a turn in the spotlight.
When people feel heard and valued, they take more pride in their work and better still, they’ll almost certainly be happier.
Circles enable better teamwork. Leadership is fluid, shifting to embrace the expertise in the room and the group’s needs, rather than deferring to arbitrary titles. This then becomes like a well-rehearsed jazz band -everyone plays a role, but the music only works when the musicians listen to each other.
Decisions in circles are often made through consensus or mutual agreement, which means fewer bad calls and more brilliant solutions. Plus, when everyone is involved in the process, it naturally strengthens relationships and creates a workplace where people actually enjoy working together.
Circles are also the secret ingredient to organisational resilience and long-term strength. Instead of placing all the knowledge and power in the hands of a few, they distribute it widely. So, if one key person leaves, the whole system doesn’t come crashing down like a poorly built Jenga tower.
And because circles encourage open communication, teams can adapt quickly when change comes knocking, which it will. No waiting for approvals from the top - just quick, smart decisions made together.
Switching from the hierarchical pyramid to circles doesn’t have to be scary. Foster a culture where the ego is removed, and leadership becomes a role anyone can step into. Before you know it, your organisation will be buzzing with energy, ideas and a whole new level of teamwork.
The beauty of circles is that they bring people together as equals, ensuring that everyone has a voice in the journey.
If changing the org. chart is too much to bear as a first step, try holding your meetings in a circle, versus around a boardroom table. You’ll be amazed at the results.
I, for one, will be using them much more in the workshops I run!
Mike - Chief Pig