rHatchery

By Matt Perez

Curious people can get the Radical experience by staying with Radical companies in the rCircuit.

Compassion is the Radicalism of our time

Dalai Lama XIV

Intro

rHatcheries (Radical Hatcheries) are in the business of helping companies transform from Fiat to Radical management, including

  1. Recognize their Fiat habits, rules, and mindset.
  2. Figure out how to move steadily away from Fiat habits, rules, and mindset and towards the Radical path.
  3. Point out when they are heading into a force pit.
  4. Keep moving forward on the Radical path.
  5. Help them not fall back on Radical habits.

Explicit Alignment

  Impact
What for?
  • The Radical paradigm is on its way to becoming the norm. Many companies have turned away from Fiat and continue to evolve along the Radical path.
  Purpose
Why?
  • To help companies get started and stay on the Radical path.
  Mission
What?
  • Start talking to people about what we are doing. Present tense, no hesitation.
  • Figure out who can help us build a prospect channel.
  • Figure out the resonant messages (e.g., for very small businesses, for very large businesses, and for every business in between).
  • Create and refine our personal and company story.
  • Collect contact info, intros, etc., for the ⓡHATCHERY from everybody we talk to.
When?
  • Starting now.
  • For the next six months.
How?
  • We either charge a fee or we become co-owners of what the company that results.

What's in It for …?

This is what different entities will get in addition to co-ownership and participation in the wealth they help create,

Hatchers
  • Promotion of their ideas, of themselves, of their content. The satisfaction of creating a new, Radical world one company at a time.
Companies
  • Learning from the ability to experiment with various media, different messages.
  • Spreading the Radical story, by example, as a Radical farm, as evangelists.
People
  • Learning to let go of fear.
  • Learning Radical habits.
  • Practicing these new habits at home and in their communities.
  • Learning from the Radical farms.

How It Works

Embrace FIAT

The Fiat world is our own creation and we start by embracing that. When we engage with folks creating or running a business, even startups, we are engaging with Fiat minded people. In fact, most people around today are Fiat minded. That’s not a “fault” of theirs, that’s just the way it is.

When we engage with established companies that want to make the transition, ∇  they are going to show up as Fiat companies. Their top boss has an intuition about “a better way,” but she’ll hear everything you say through Fiat filters.

Don’t roll your eyes. Don’t get exasperated. Don’t smirk. “Help people reach their full potential. Catch them doing something right.” ∇  People have spent years learning Fiat habits. You have to help them walk away from those and get used to Radical habits. Show them compassion, not pity, and respect for their commitment to the transformation.

You are not going to win them all. You just have to figure out when you can walk away and leave them to build their co-management and co-ownership skills without you.

Rinse and Repeat

This is about the various ways to get the basics out and repeat them over and over to let them sink in. We learn by repetition, so repeat.

TBD.

Workshops

  1. Describe scenario
  2. Team plays out a response
  3. Retrospective to identify Fiat behavior (e.g., competitive)
  4. Brainstorming for Radical alternatives (e.g., collaboration)

Triads

David Logan, researcher and principal author of Tribal Leadership, suggested forming triads, a group of three people, to support each other. So instead of the “1-on-1 with your boss,” you could instead do it with your peers. Logan meant triads as a mechanism to help people move up the five tribal stages,

  1. Life sucks
  2. My life sucks
  3. I’m great (and you’re not)
  4. We are great (and they’re not)
  5. Life is great

Ideally, the triad would include somebody who’s a “stage four” person. As Logan would have it, You’ll know these individuals by (1) their focus on ‘we,; (2) the number of triads in their networks, and (3) success that comes from groups.” ∇ 

Triads are a co-training tool, where everybody ends up a Radical evangelist. Hatchers would be the first “stage four” cohort to kick off the triads, but then they would replace themselves with other Radical folks.</p>

Radical Farm Systems

This technique is inspired by Cesar Millan, The Dog Whisperer, and his dog “farm.”. His large backyard is full of dogs that simply behave like dogs. Other dogs can stay in the farm for a while to learn to be dogs. Most of the time, a “trouble dog” is trouble only because of its owner. These are not mean people, but they treat their dogs as babies, siblings, or roommates. But dogs are dogs, not humans. Atd his farm, Cesar let the dogs get back to their roots. When they “graduate” from the farm, these are, literally, Radical dogs.

Radical Farms would serve a similar purpose. People from would-be Radical companies would spend time at one of the many Radical farms in the system. These “farms” are Radical companies that are prepared to host would-be Radical so they can learn how to let go of fear driven habits.

If dogs can learn how to be dogs from other dogs, people can best learn how to be people from other people.

Emerging Sensitivities

We are very sensitive about people who want to dominate us. When people say, “I’ve always had trouble with authority,” I hear that as “I am sensitive to anything and anybody trying to dominate me, and I always resist.” That’s because we have grown up in a system fueled by domination.

We need to help people to let go of this and other fear-based habits and learn collaborative habits.

Co-Ownership Workshops

Help people figure out how to get started experimenting with this thing.

rHatchery

Who Belongs

  • The rHatchery is a community.
  • Anybody who voices “interest” is already a “member” of it.
  • Signed clients start in the rHatchery and remain there once they become clients.

Model

  • Clients sign an agreement (conscious contract?).
  • There will be a rate pre-agreement and another post-agreement.
  • And there will be a “co-ownership rate,” which means that Hatchers become co-owners of the company.

Process

  • Talk to everyone in the company for at least one hour.
  • Let them get out their standard war stories.
  • Get them to talk about their ideal company.
  • Craft a progression of stories based on their individual stories, that speak to their ideals, and culminates with their aspirations.

Three triangles with three colored bands called ASPIRATIONS, IDEALS, and WAR STORIES. The left-most triangle has a small ASPIRATIONS band, a large IDEALS band, and a middling WAR STORIES band. The middle triangle has a larger ASPIRATIONS band of the same height as the IDEALS bad, and a smaller WAR STORIES bad. The right-most triangle show a very tall ASPIRATIONS bad, a middling IDEALS band, and a pretty small WAR STORIES bad. This indicate how people's stories proceed over time.

  • Talk to them in small groups to 1) get the reactions to the story, and 2) start habituating them to work, and be vulnerable, in groups.

Learning Opportunities

  • We could invite people to give talks.
  • We could have people present their books.
  • We can present our book, one chapter at a time.
  • Train the bigger, more mature Hatchers, too,
  • Their pitch would have to adjust to incorporate the Radical model.
  • Mentor Hatcher triads.

Hatchlings

Birds go through several stages on their way to adulthood: nestling, fledgling, juvenile, and, finally, adulthood. Our job is to help these people move towards adulthood.

  • Once a business signs an Agreement with us they are RadicalS.
  • Co-ownership is included in the Agreement.
  • Fiat money payment is desirable, but not an obstacle to entry.

COGS

The upfront costs should be treated as a cash infusion that has to be repaid.

  • Facilitating the rHatchery community.
  • Facilitating client-specific rHatchery communities.

ENDNOTES

  • Possibly, a good opportunity to get into an established company is when a new boss comes into the scene. Particularly, when an inheriting child takes over a parent, such as when Ricardo Semler replaced his father or Vad Krishna took over his.

  • Kenneth Blanchard, Spencer Johnson. The One Minute Manager. Berkeley Trade. February 15, 1986. <https://radicals.world/kKIG4J.>

  • Dave Logan, John King, Halee Fischer-Wright. Tribal Leadership: Leveraging Natural Groups to Build a Thriving Organization. 2008. <https://a.co/1953Gkh>

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