7.7 Chapter 7: In-Class Activity- Organizational Accountability...or Peer Accountability?

What Happens When an Organization is Run With NO BOSSES?

You might have heard of W.L.Gore and Associates. 

Located in Arizona, this $4.8 billion dollar company is pretty well-known....for their product...called Gore-Tex (used to make waterproof clothing)....and also for their unique organizational structure!  

There is no managerial hierarchy at Gore.  Top management treats employees, called associates, as peers.  Instead, the company focuses on its products and company values rather than on individuals. Committees, comprised of employees, make major decisions such as hiring, firing, and compensation. They even set top executives’ compensation. Employees work on teams, which are switched around every few years. In fact, all employees are expected to make minor decisions instead of relying on the “boss” to make them. “We’re committed to how we get things done,” Kelly says. “That puts a tremendous burden on leaders because it’s easier to say ‘Just do it’ than to explain the rationale. But in the long run, you’ll get much better results because people are making a commitment.”

Because no formal lines of authority exist, employees can speak to anyone in the company at any time. This arrangement also forces employees to spend considerable time developing relationships. As one employee described it, instead of trying to please just one “boss,” you have to please everyone. Several years ago the company underwent a “strategy refresh,” conducting surveys and discussions with employees about how they fit into the organization’s culture. Not surprisingly, there was a cultural divide based on multiple generations of workers and length of service stature, which Kelly and her associates have worked hard to overcome. She realizes that not everyone will become a “lifer” at Gore, but recognizes the importance of younger employees who have helped the company become more tech-savvy in communications and stay well-connected in a fast-moving business world.

The informal organizational structure continues to work well. With revenues of $3 billion, the company produces thousands of advanced technology products for the electronics, industrial, fabrics, and medical markets. Its corporate structure fosters innovation and has been a significant contributor to associate satisfaction. Employee turnover is a low 3 percent a year, and the company can choose new associates from the thousands of job applications it receives annually. In 2025, Gore was named one of the best large employers by Forbes. 

The "Gore" Playbook:

1.  Everyone has access.  Teams are able to decide what to work on...and whether to "kill" a project that isn't performing.

2.  "No Jerks"- Anyone who steps up to lead...must do it with influence and positivity.

3.  "Holistic Performance"- Evaluations are based on how much the employee has contributed to the success of the company...not the team or the department.

4.  The "Waterline" Principle- "Drill holes" all day- experiment, fail, learn.....but anything below the "waterline"...that could sink the ship requires peer consultation.

Keys to Leadership:

1.  Lead with HUMILITY- Curiosity leads to more listening.  The best ideas often comes from others.

2.  Treat EVERYONE with RESPECT.

3.  Clarity- Continually ask...what are we trying to achieve?  ...and how will we know if we succeed?