Personal development and Huddles at Respellion
How taking ownership, being transparent with one another and applying a holistic perspective contribute to sustainable personal development.
At Respellion we start from personal ownership. We have no managers deciding what you should do, and no annual performance review that determines in a single moment whether you have made progress. Development is not a one-off measurement, but a continuous process. I would like to explain how we look at personal development and at the impact you want to make with clients and within Respellion.
“Development is not a one-off measurement, but a continuous process.”
Development as a continuous process
To avoid placing responsibility with one single person, we deliberately choose an approach that differs from traditional evaluation models. Of course methods such as 365-feedback exist, but in practice these often remain limited to one moment a year. In my view that does not do justice to how people develop — a snapshot is not enough. Development calls for regular reflection and course correction where needed. And that is not only about career steps or professional skills. I personally believe that the professional, the private, the physical and the mental all influence one another in daily life. That holistic perspective was an important reason for me to choose Respellion.
Huddles as the foundation
That is why at Respellion we work with Huddles: small groups of colleagues who help, challenge and mirror each other throughout the year. Together we build a broad picture of someone’s personal development, based on four pillars:
- Emotional
- Physical
- Intellectual
- Core qualities
You set the goals yourself. They are not aimed exclusively at work for Respellion or the client, nor only at hard skills. It is precisely the interplay between these areas that creates sustainable growth. Someone who feels physically well has more energy to learn; someone who is mentally clear makes more conscious choices.
Flexible, but not without commitment
Development plans are not set in stone. Situations change and goals are allowed to move with them. Naturally there is a moment in the year when choices are made, but that is not the only moment that counts. The progress, the context and the story behind that development matter just as much.
We work with a fixed rhythm:
- A short Huddle every week
- An extended (elevated) Huddle every two months
These moments provide insight into progress, make requests for help visible and create mutual involvement. It works both ways: you share what you are doing, where you are getting stuck and where you could use support.
“It works both ways: you share what you are doing, where you are getting stuck and where you could use support”
Transparency and learning together
Transparency plays a big role in this. Development goals are visible to colleagues. That takes vulnerability, but it also yields inspiration, better questions and valuable feedback. It invites conversations about choices, motivation and concrete steps. We stay open outside the Huddles too: our employee handbook, for instance, is publicly accessible. We do not see transparency as a control mechanism, but as a means to learn and grow together.
Intrinsic motivation as the starting point
Change almost always comes with bumps along the way. There is a large industry promising quick fixes, but real development starts with self-reflection. Once that foundation is there, it becomes clear what you want, what you are capable of and which steps are needed to get there.
At Respellion we activate that intrinsic motivation. You determine your direction, you choose your goals and you are open to being held accountable for them. In the end, there is one person responsible for that process: you
Development and reward
To connect development and reward, at Respellion we work with five pillars:
A. Foundational experience and expertise Fundamental professional knowledge and skills.
B. Role fulfilment and responsibility The extent to which you take responsibility for your holacratic roles.
C. Impact and results The value you actually deliver for clients and the organisation.
D. Development and learning curve Your growth on an intellectual, emotional and physical level, tied to your personal development plan.
E. Culture & collaboration Your contribution to the team, our values and enjoying the work. More details can be found in the employee handbook .
In a following blog/article I will go deeper into setting up a personal development plan and how we keep monitoring it together with colleagues.