“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 Switzerland: seven rotating councilors nobody can name, working out fine since the fourteenth century. The alternative ends, sooner or later, in Kim Jong Un.

•       Cycles, Not Failures. “Until death do us part,” Semler says, is about the silliest question anybody could ask. His own eighteen-year marriage with three children wasn’t a failure — it was a cycle that ended, ten beautiful years out of eleven. Children born today will live to 100 or 110, with time for three full careers and still a retirement, so asking a seventeen-year-old what they want to be for the rest of their life is the wrong question. His daily metric is simpler: was today a valid day — like getting your parking ticket validated — or a dues day? When the dues days outnumber the valid ones week after week, the marriage or the job is already finished, whether you admit it or not.

•       The Untethered MBA. Semler taught MBAs at MIT and spent four years at Harvard Law School, so he knows exactly what he’s calling outmoded, outdated, and obsolete. His replacement: cohorts of ten who work through a dashboard curriculum at their own pace, study the case of the day rather than decade-old case studies — is SpaceX worth a trillion dollars, or nothing? — and spend credits to summon former CFOs or Stanford professors on demand. The same logic runs his schools, which grade TikTok and Call of Duty and map them to the curriculum. The smartphone panic, he says, is mostly nostalgia: what the screens are ruining is your ability to memorize the periodic table.

•       AI Is Electricity — and He’s Losing the Argument. AI, Semler says, is irrelevant the way electricity is irrelevant: a tide rising for every boat, pointless to oppose and impossible to live without. He runs everything through four LLMs — “there’s nothing left of slop or hallucination at the end of that” — and confesses that when he tells his AI to push back, he now has trouble keeping up intellectually, which wasn’t true a year ago. His hope is that we don’t become “domesticated pets” over the next fifteen years. The deeper obstacle to everything, though, remains human: the cattle aspect of fear. There is no Trump and no Putin, he says — there is thirty percent of the population willing to support them, and one person who understands what populism can do.

About the Guest

Ricardo Semler is the chairman and majority owner of Semco Partners, the São Paulo company he took over from his father at 21 and transformed into the world’s most famous experiment in industrial democracy. His book Maverick: The Success Story Behind the World’s Most Unusual Workplace (1993) was an international bestseller published in sixteen languages; The Seven-Day Weekend followed in 2003. He is the founder of the Lumiar schools and the Ralston Semler Foundation, has taught at MIT’s Sloan School and Harvard Law School, and his TED talks have been viewed millions of times. His new e-book is The End of the Boss (endoftheboss.org, 2026).

References:

•       The End of the Boss by Ricardo Semler (2026) — the e-book, and its “Round Pyramid” alternative: self-managing cells of ten with leaders validated from below.

•       Maverick: The Success Story Behind the World’s Most Unusual Workplace by Ricardo Semler — the million-copy classic whose Brazilian predecessor, Turning the Tables, was rejec...