Speaker Bio – Richard Harmer

Richard Harmer

Richard Harmer

CEO, The Holos Group

Richard challenges the status-quo and makes things happen. As the Founder and CEO of The Holos Group, Richard works with CEOs and senior leaders to change the game of organisational and industry performance to deliver breakthrough results.

Richard’s is dynamic and visionary and is able to connect-the-dots of large-scale transformative change initiatives in ways that inspire individual commitment and action. He leads with a unique combination of big-picture thinking coupled with pragmatic application; large-scale commerciality balanced with “boot strapping” entrepreneurialism; and creativity and innovation with a keen eye on delivering tangible business results.

Richard has worked within organisations across a range of industries and has held senior level positions in organisations both large and small as well as several start-up companies, one of which was listed in BRW’s Top 100 Fastest Starters. Richard has a unique ability to quickly spot new opportunities and build teams that unlock collective potential, capitalise on combined strengths, and inspire sustained high-performance.

Holosophy: Four Meetings That Bring Organisations To Life

We are all familiar with the challenges of organisational life – endless meetings, unclear accountabilities and authority, inefficient processes and even implicit power games. We also know that as organisations face increasingly complex and volatile environments, these challenges do not get easier. Many of us sense that to grasp the opportunities of the future, different modes of organising are needed, but our institutions are frequently weighed down by the legacy of past practices.

‘The meeting’ is a key foundation of our organisations, yet so frequently a suboptimal experience for participants. One reasons for this is the common presence of multiple organisational aims within a single meeting. Some people might prioritise socially connecting and learning by reflecting on past work; others want to quickly identify next steps and agree on decisive action. Some orientate towards short term tactics; others want to consider adaptations for longer term strategy. All of these orientations are individually important parts of healthy organisations, but when simultaneously attempted they frequently result in mutually contradictory directions.

At The Holos Group we have reflected on the lack of alignment between the key meeting purposes and common meeting processes and practices. We have drawn on a range of recent organising methodologies such as agile, lean startup, sociocracy, holacracy and flox to develop our own approach to resolving these tensions. In this session we share part of this – four different styles of meetings, guided by some simple rules that are designed to optimise different organisational priorities. Understanding these differences can help leaders create more responsive organisational systems and help bring our organisational cultures to life.