Mark Vollmer

Mark lives in Brisbane. He is an experienced business executive and consultant. Originally from New York and New Jersey. He then moved to San Francisco and then Boulder, Colorado. Operations, Human Resources, Quality Circles Participative management Mark moved to Sydney, Australia, for work and then to Brisbane. Mark is passionate about helping people achieve what they want to achieve. "Help people take the puzzle apart and then help them put it back together so that they can achieve what they want." Mark's human resource passion centres on inspiring people and helping them achieve their aspirations. The process includes understanding the brutal reality and then a pathway forward, finding the open doors. The work includes working with teams and individuals, leaders in the public and private sectors. Find individual strengths and leverage them. The traditional hierarchy management model relies on maximum control. One alternative to the traditional management model is Socio-technical systems, first developed by Volvo. Socio-technical systems mean giving teams the necessary tools and removing obstacles, allowing people to be responsible and accountable. The newer model is Holocracy. This framework means find key people around which the organisation revolves. The model requires flipping the pyramid upside down. Constellation leadership means that the team view is in 3 dimensions. Use strengths and natural skills to structure and form the team. This approach allows much more agility and faster response. The constellation leader is a simplified role. It strips away a lot of the cloak and dagger structure of the traditional leader. The constellation leader role brings reduced decision-making certainty. However, we can work together in a safe place. "What is it that I can do to support my team?" "How can I clear the road in front of them?" "Tell me, what are the obstacles? The focus is on getting actual results instead of playing a political game. Not having to worry about politics means the role becomes more straightforward than the traditional authoritarian management role. All the team members should become "tsunami buoys". When there is trust and authority, the team members will be confident to speak up and warn about customer problems.