From Self-management to Steward-Ownership

In the latest episode of Make It Thrive I sat down with Charlotte van Leeuwen, a founder and entrepreneur who chose the road less travelled when she began her business, Bord&Stift. In this feature I share the highlights of our conversation on the podcast, as Charlotte shares her journey, from the realisation that traditional management wasn’t a fit for her vision, to the steps her team took to achieve full self-organisation, and the valuable lessons they learned along the way. 

After experiencing growth in her company and reflecting on her values, Charlotte began questioning the status quo of management hierarchies. Her initial inspiration came when her company started to grow beyond the point where everyone could comfortably collaborate at the lunch table, reaching around 10-12 team members. The natural progression for many companies at this stage is to introduce formal management structures, but Charlotte saw it differently.

Charlotte recalls hearing from another founder in the Netherlands who had fully embraced self-organisation in his own company. Retelling the story, Charlotte remembers the founder sharing his belief that he needed to hire managers, so he went about asking his friends if they would recommend anyone. Most people said they didn’t have very good managers, so he asked his friends what made a good manager? For many of them, it was someone who just let them get on with their job. So, he then thought – why do I need managers?

His insights about creating a structure that empowered rather than controlled resonated with Charlotte: “Why rely on managers to control everything when a structured system can empower people to manage themselves?” This question marked a turning point, leading Charlotte to embrace self-management as a way to create a more logical, human-centred, and efficient business.

Charlotte’s journey wasn’t just about discovering a new management style; it also became a personal exploration. The realisation that traditional management approaches didn’t align with her vision pushed her to question her role as a leader and explore deeper self-awareness. Charlotte highlighted the significance of “inner work” in preparing herself to lead in a self-managed organisation, emphasising the importance of understanding her values and motivations before implementing new methods.

As she puts it, “The new way needs inner work… You really need to know yourself to shift to a new way of working.” For Charlotte, personal development activities like yoga, meditation, and coaching helped her build the awareness needed to lead a self-managed company. This inner journey allowed her to align her personal values with her company’s culture, fostering a positive environment for change.

Starting out, Charlotte’s team approached self-management with a spirit of experimentation. She brought in consultants to help the team design their unique self-managed structure, one that would suit the company’s evolving needs while avoiding a one-size-fits-all approach. Initially, they began by dividing roles and responsibilities, a step towards creating clarity without hierarchy. This process was crucial for Charlotte’s team, helping them establish a foundation while maintaining flexibility and openness to change.

The transition also introduced practices from models like Holacracy, where everyone could voice their concerns and ideas through structured meetings. The team found these new methods liberating, with individuals more empowered to take initiative and voice their concerns. This approach laid the groundwork for a culture of shared responsibility and continuous improvement.

While the journey has been rewarding, it hasn’t been without challenges. One of the most significant obstacles Charlotte encountered was achieving transparency in financial matters. To ensure everyone could make informed decisions, her company made all financial data accessible to the team. However, Charlotte soon realised that transparency alone wasn’t enough – without understanding the data, employees could feel anxious over normal financial fluctuations.

Additionally, Charlotte discovered that self-management required adapting to individual personalities within the team. By implementing practices like structured feedback rounds, she accommodated both introverts and extroverts, creating an inclusive environment where everyone’s voice could be heard. However, adapting to these processes was challenging at times, with team members occasionally struggling to balance autonomy with accountability.

Despite the obstacles, the benefits of self-management have been transformative for the business which has since become steward-owned. 

By distributing leadership and decision-making, the team has cultivated a stronger sense of ownership, fostering creativity and efficiency across the organisation. Charlotte noted that, even in difficult times, her team has been able to face challenges head-on, using collaborative solutions that keep the human side of the business intact.

Self-management has also nurtured a culture of mutual trust, with employees more invested in the company’s goals and empowered to bring their best selves to work. Charlotte describes this system as “imperfect but effective,” where even the messier aspects of self-management ultimately lead to growth and resilience.

For those intrigued about the journey of self-management, Charlotte shared three essential pieces of advice;

1. Seek Out Real-Life Examples: Visit or connect with companies that have successfully implemented self-management. Seeing these models in action provides a grounded perspective and valuable insights.

2. Invest in Inner Work: Charlotte emphasises that effective self-management starts with self-awareness. Whether through coaching, meditation, or other personal development practices, this inner work equips leaders with the clarity and resilience needed for transformative change.

3. Embrace an Evolutionary Approach: Self-management isn’t an overnight solution. Instead, see it as an evolving process, one that involves experimentation, learning, and continuous adaptation. “Don’t expect it to be one implementation in three months and then fixed,” Charlotte says. Embrace a mindset of trial and reflection, and allow your team to shape the journey together.

Charlotte’s story serves as an inspiring example of the potential within self-managed organisations. By choosing self-management, Charlotte and her team have created a company culture grounded in trust, ownership, and collective purpose. Her journey reminds us that transforming a business starts with transforming ourselves and embracing new possibilities in leadership.

As more founders explore alternative organisational models, Charlotte’s insights highlight that self-management is not just a business model but a philosophy that prioritises human potential and collaboration.