Organisations that want to transform their structure, that want to live a different culture of cooperation, towards a human-centred way of working that reflects the needs, the potentials, and the visions of the individual members of their team, do not only have to adapt their processes and structures.

Most importantly, they must enable the members of their organisation to live this transformation. Each for themselves. Each with the other. But above all, each of them within themselves and communicating this to the others.

This requires psychological safety, someone who is responsible for keeping the spaces open for this transformation and giving everyone the time to really take these steps in depth and not just as lip service.

It is no longer about worktime; it is about lifetimes.

It’s about really allowing people to be able to live as a whole person in the workplace and to work with others, not just in a role or a function.

When we talk about New Work, we are therefore talking first and foremost about New Life.

And this is precisely the reason why many people fail with this idea because they completely neglect this inner dimension, which goes far beyond structural changes.

Because they do not give themselves the time and space to accompany these changes in the depth of each individual. Because such changes demand a lot, and sometimes bring to light things that one has banished far away, to a hidden corner of oneself.

But isn’t that exactly what is ‘new’ about New Work? Saying goodbye to the old role models and masks and understanding that a lived togetherness is so much more fulfilling than a worked togetherness?

New Work – ways to equity and equality?

And yes, there is something deeply emancipatory and participatory about this way of living and working. Because here, the masculine structures of the world of work are deliberately overcome, which until now have simply made it hard for women to live and experience truly equal participation and co-creation. And that is also the reason why women often feel naturally attracted to these work structures, structures that are simply much more comfortable for them than having to artificially fit into the traditional structures that men have built up for men for years.

At Guide and Lead, we have since supported a great many women founders who have successfully implemented these new ways of organisational culture in their companies. Many women have gone through our trainings and have consistently reflected to us that this approach of guiding others by leading themselves has made the difference for them between success and failure, between fulfilment and frustration, between life and work.

We have also seen how agile work structures based on self-leadership have made so much difference to us internally as well, and it is only because of this that we have been able to have the impact we have now had for 20 years.

ForSis supporting New Work

This is another reason why we are now opening our network, which was previously only open to existing clients, specifically to women’s circles. Women who drive transformation. Women who do wonderful work and often work on their own. Women who need a network that reminds them of their self-care, is there when no one else is, listens, supports and holds them.

That is exactly what ForSis is supposed to be.