DFF’s new leadership model – redistributing decisions and power

I rejoiced as I read about how the Digital Freedom Fund has revamped its leadership model. Wonder of wonders, a team of people whose mission is to support grassroots digital rights work realised that they cannot carry out that mission by mirroring the very power structures they work to fight. 

So, out went the traditional hierarchical ladder, where everyone feeds up the triangle to senior executives with more power. In comes a flat circular leadership model, where everyone works together to run the organisation. Out goes a system where accountability to management works one way, only, in an unequal relationship. In comes a system which ensures accountability by empowering staff to get the best out of each other, not the worst. Out goes one leadership voice who filters communication up to and down from the Board, whilst taking credit for all the work, and occasionally lying through their teeth about those staff too. In comes many people who are permitted to speak for their own accomplishments, and tell the unfiltered truth too.

Who knows, that just might start to catch on across the wider digital rights movement, as it begins to dawn on boards that the inequitable organisations they’re governing are no different than authoritarian states and big tech. Aside, of course, from the sub-living wage salaries.