How a Turkey Voted for Xmas: Ricardo Semler on Why One Boss Wants the End of All Bosses.

“It’s like asking turkeys to vote for Christmas.” — Ricardo Semler on why bosses won’t let their workers vote on them

Ricardo Semler might be the most anti-boss boss in the history of corporate bosses. Thrown into his Austrian immigrant father’s São Paulo manufacturing firm at seventeen, the young Brazilian ripped up the rulebook — no dress codes, no time clocks, a ten-page cartoon manual instead of HR — and grew the company from 110 employees to more than 5,000. In the mid-Eighties he was already inventing hybrid work, shipping Telex machines to his workers’ homes. One of them even squeezed one of these 150-pound machines into his bathroom.

Now, in his upcoming e-book The End of the Boss, the author of the iconoclastic autobiography Maverick argues that the corporate pyramid — an inheritance, he says, from West Point via the railroads — is as dead as a cuckoo bird (as the Swiss would say). Nothing good has been done with it since World War Two. Not in Korea, Vietnam, Afghanistan, his native Brazil, and certainly not in corporate America where Elon Musk’s current pay package equals the wages of all his employees for the next five years.

Semler’s alternative is disarmingly simple: groups of ten who validate their leader every six months. Fail the vote and you’re not fired — you go back to being one of the nine. His Netherlands-based consultancy has brought versions of the idea to 208 companies, including the giant Dutch bank ABN AMRO, which agreed to do away with 399 branch managers. So why don’t more bosses follow? Because, says Semler, asking executives to be elected from below is like asking turkeys to vote for Christmas. Even the self-styled “fearless” Elon Musk would be terrified to end up as the roasted centerpiece of the Xmas table.

That same maverick idea (his first ex-wife joked he’s only ever had one) runs through everything Semler has ever proposed — from the rotating district presidents of São Paulo, to the untethered MBA whose cohorts hire their own professors, to the schools that grade Call of Duty and map it to the curriculum. Switzerland, he points out, has been governed by seven rotating nobodies since the fourteenth century. No, The Third Man’s Harry Lime was wrong. Rather than the cuckoo clock, it’s this anti-boss invention which explains Switzerland’s five hundred years of democracy and peace.

Five Takeaways

•       The Pyramid Came from West Point — and It’s Dead. The corporate hierarchy, Semler argues, is a military inheritance that reached business from West Point via the railroads — and nothing good has been done with it since World War Two, from Korea to Vietnam to Afghanistan. The numbers agree: the average company’s lifespan on the stock market has collapsed from 61 years to 21, which makes the classical pyramid, not self-management, the biggest gamble of all. Jack Welch’s GE is a shadow because he prepared it for nothing except Jack Welch. And when one Alexander Wang is valued like 20,000 engineers, or a CEO’s package equals five years of everyone’s wages, something structural is wrong.

•       Turkeys Voting for Christmas. Semler’s system is cells of ten that choose or validate their leader by anonymous survey every six months. Fail the vote and you aren’t fired — you return to being one of the nine. His consultancy has brought the idea to 208 companies, including ABN AMRO, which agreed to eliminate 399 branch managers. The reason it doesn’t spread is not that it doesn’t work; it’s that nobody at the top wants it — turkeys don’t vote for Christmas, and Bezos, Musk, and Zuckerberg would be terrified of their employees deciding whether they keep their jobs. His model is Switzerl