Ah, Holacracy. That intriguing idea where teams make autonomous decisions, roles are clearly defined, and organizations supposedly become more agile. Sounds like a dream for some… but not for you. You have your reasons—solid ones.

And because there’s no shame in admitting that a model isn’t for everyone, here are 10 excellent reasons to never use Holacracy. Maybe you’ll recognize yourself in them. Maybe they’ll reassure you. Or maybe they’ll make you think.

Either way, one thing is certain: Holacracy is not for you. Or is it?

1. « I love making all the decisions myself! »

There’s undeniable satisfaction in orchestrating everything yourself. Knowing that every decision—big or small—perfectly reflects your vision. After all, it’s your business, your project, and who better to embody its essence than you?

Giving your team autonomy in decision-making means entrusting them with a piece of your vision. Risky. Because let’s be honest: if they make good decisions without you, what’s your role then?

2. « Meetings are for talking, not deciding. »

Meetings are the beating heart of your organization. A precious moment where everyone shares ideas, debates, and, most importantly… leaves with topics to discuss at the next meeting.

But with Holacracy, things would be different. Discussions would be structured, digressions limited, and decisions actually made. That might feel mechanical, even brutal. What about the richness of open-ended debates? The comfort of knowing nothing really gets decided?

3. « I am the charismatic leader—that’s enough. »

Your employees admire you. They know you always have the right answer, the perfect vision. You are the soul of your company, its guiding light in the storm. And let’s face it: it feels good.

But maybe, deep down, you also feel that being at the center of everything is a way to maintain control. Holacracy could challenge that. It wouldn’t take away your role as a leader—it would redefine it.

4. « Change is risky. »

They say, « Don’t fix what isn’t broken. » Sure, your organization isn’t perfect, but it’s predictable. And that’s reassuring.

Change means exploring the unknown. What if it doesn’t work? What if your team resists? Or worse—what if it works but requires effort to adapt?

Avoiding change feels safer. But is it really?

5. « I prefer being indispensable. »

There’s comfort in knowing that nothing moves without you. It proves your value. Your team constantly seeks your guidance, and that feels good.

But what if they didn’t need you as much as you think? What if your true strength wasn’t in making every decision but in creating a framework where they can thrive?

6. « I make the rules (or break them). »

You set the rules based on needs, adapting as necessary. If they become restrictive… well, you can bend them. After all, you’re the boss.

Holacracy changes that. Rules apply to everyone, including you. No exceptions, no loopholes. That kind of fairness can feel suffocating if you’re used to ultimate flexibility.

7. « Training my team is too much effort. »

Teaching your team to work differently, own their roles, and make autonomous decisions? That takes time. And patience. And you’re already juggling a thousand responsibilities.

What if they don’t adapt? What if the effort isn’t worth it? It’s easier to leave things as they are… or is it just postponing the inevitable?

8. « Conflict management is my adrenaline rush. »

You thrive in resolving conflicts. You mediate, calm tensions, restore order. It’s challenging, but also energizing.

But imagine a system where conflicts resolve themselves through structured processes. Where teams handle their own issues. Sounds… boring? If so, maybe Holacracy isn’t for you.

9. « My company is unique—this won’t work for us. »

Of course, your company is different. Your challenges are unlike any other. What works elsewhere won’t work here.

It’s a comforting thought. But Holacracy isn’t a rigid formula—it’s a framework. Your company wouldn’t lose its uniqueness; it would find a structured way to express it.

10. « What if Holacracy makes my company uncontrollable? »

Holacracy means letting go of some control. Decisions happen where they need to, teams gain autonomy, and the system keeps everything aligned. But for you, that might sound terrifying.

What if chaos ensues? What if you’re no longer the central point of control? The idea of unpredictability can be unsettling. But is it really chaos—or just a different kind of order?

So there you have it—ten excellent reasons to avoid Holacracy. Maybe some resonated with you. Maybe they confirmed what you already believed.

But one question remains: are these « excellent reasons » genuine barriers, or just natural resistance to change? Because Holacracy isn’t about breaking everything—it’s about revealing potential.

If any of this made you curious, why not talk to us at Sémawé? We promise—we’ll start by listening to your reasons.