Editorial by Managing Director Alexander De Beir
Sir David Attenborough, now 99, continues to inspire us with his insatiable curiosity and passion for new projects in the world of wildlife and nature documentaries. For more than 60 years, he has taught us to admire the beauty of nature and to better understand the importance of respecting it. He has shown us how to grasp the essence of deserts, oceans, species and ecosystems. Not merely to marvel at them, but to better understand ourselves as the most advanced species and to help us evolve in the right direction.
If I ever had the chance to meet him, I wouldn’t be able to resist asking for a special request: a new documentary series on nature’s finest managers… And what we as humans could learn from them.
But perhaps I don’t need to travel to London for that. A Belgian author has already explored this topic, with remarkable success.
Frederic Laloux’s “Reinventing Organizations” is widely considered one of the most impactful management books of the past decade. Rather than offering yet another traditional framework, Laloux proposes a radical reimagining of how we structure and run organizations. His work has inspired thousands of companies around the globe to embrace new principles: ones that are more human, more adaptive and more in tune with the complex systems we live and work in.
Laloux invites us to rethink organizations so that they better reflect who we truly are and how we naturally evolve. He builds on the fundamental observation that humanity progresses in leaps. Each phase of societal development has had its purpose. Laloux distills three key principles from this evolutionary view:
1. Self-management
In nature, hierarchies are often absent. Many ecosystems thrive without a single leader at the top. These systems are self-regulating: not chaotic, but structured in a distributed way. In simpler systems, hierarchy might suffice. But in complexity, it quickly becomes a bottleneck. An Interim Manager can embrace self-management in two ways: first, by taking full ownership of their own independent career paths. Second, by encouraging teams – during interim assignments – to adopt a more empowered, responsible and participative way of working. Interim Managers often operate in environments transitioning away from rigid, top-down structures, making them ideal catalysts for these shifts.
2. Wholeness
Laloux urges us to show up at work as our full, authentic selves. In nature, no creature wears a mask. This kind of wholeness is only possible in environments where people listen, care and communicate. Not only when problems arise, but also when things go well. Interim Managers, thanks to their temporary and external role, are uniquely positioned to foster such safe spaces. Their neutrality frees them from political entanglements, enabling them to lead by example and encourage authenticity within the teams they support.
3. Evolutionary purpose
Unlike traditional business thinking, which demands rigid plans and long-term forecasts, Laloux suggests that organizations should evolve much like living systems do: guided not by imposed strategies, but by a deeper sense of direction. Nature evolves, even without a grand plan. Organizations should too. The key is to listen. To sense where the organization wants to go, rather than dictate where it must go. Here again, the Interim Manager plays a critical role as an external observer. They can challenge fixed goals and offer fresh, nature-inspired perspectives that often lead to more sustainable, adaptive outcomes.
Not every Interim Manager needs to embody the same personality traits to succeed in this. Quite the opposite! By leveraging their unique strengths and aligning with the organization’s vision, they bring added value. Nature thrives on diversity, and so does leadership.
Ever wondered which animal best represents your personal leadership style?
Find out in our next article and enjoy the read!
