RADICAL Storytellers

Radical companies might have one person who communicates their work very well and another who does not. This happens in many organizations, but there is never an effort for people who do it well to help others learn the skills. In a Radical company we can notice that quickly, just by looking at the distribution of RADs. A co-owner skilled in story-telling can either do it with other co-owners or help them learn the skill set.

As a co-owners, I could, for instance, walk around to people who have low RADs and ask them about it. Maybe they are incompetent, but maybe they are just mediocre at making others aware of their accomplishments.

I can help to make them shine. I can speak on their behalf and be part of workshops that demonstrate what they are doing and get their work out there. I can also help learn learn the skills to do it on their own.

I would likely get RADs for that and the satisfaction of making their work shine.

I could basically be a co-owner who helps other co-owners.

The Fiat Model

In organizations, this is supposed to be done by your manager, or Human Resources (HR). If you are high-level enough, they can even send you to a training course. Your boss may be pretty bad at communications himself or he may not mentor you well for fear that you’ll leap over him. Be that as it may, the HR course may turn out to be ineffective or even counterproductive.

In many cases, you might instead get punished for “not doing enough.”

The RADICAL Model

The Radical model breaks you free from this. Co-owners want to help each other learn new skills; besides being people, as co-owners any improvement benefits them.

They Key

This is made possible by,

• Transparency of the RAD distribution results.
• The satisfaction of helping people grow.
• Increasing people’s senses of Belonging.

And the thing that makes this scalable is that everybody learns and can do it in the future.