Flat Hierarchy Quotes

I don't have an office. I sit in a cubicle with everybody else. That's partly so no one can ask for an office, which in a fast-growing company isn't practical. But it's also so I can keep my finger on the pulse of how people are feeling.

We don't have titles on our business cards. No one really gets any special treatment. No one gets a corner office to put pictures of their family and their dog in.

There is no hierarchy of elder knowledge in my social region of things. There are only people learning and sharing in a very complex environment.

I never had any question about the direction we were going in at the Girl Scouts. We shared our mission and research with all levels of leaders from the very beginning - a concept I created, using cups and saucers, called 'circular management.' Everyone was on a team; there were no superiors or subordinates. There was respect for all people.

My biggest mentor has been the Benchmark partnership. We have six partners and a flat structure, and everyone is paid the exact same paycheck. It's a team model versus an individual model.

I believe in decentralized management that includes a lot of delegation, empowerment, and accountability.

I am hunting for people who would be a good colleague or a teammate, not someone who works for me.

I try to grow my management team as entrepreneurs, make the structure decentralized.

Being a start-up has nothing to do with the numbers. It's that everyone who works there has the chance to do everything and have an impact.

SpaceX is a flat organization. Anyone gets to talk to anyone, and the best idea wins - even if it comes from an intern.

Organizations that empower folks further down the chain or try to get rid of the big hierarchal chains and allow decision making to happen on a more local level end up being more adaptive and resilient because there are more minds involved in the problem.

Leaders is the new organisation do not lack motivational tools, but the tools are different from those of traditional corporate bureaucrats. The new rewards are based not on status but on contribution, and they consist not of regular promotion and automatic pay rises, but of excitement about the mission and a share of the glory of success.

We are a bottom-up culture, and we need a communications platform that can facilitate that.