The Unbossing Revolution with Shane Elahi, Co-Founder and COO of Software Finder

The ‘Unbossing’ trend is redefining leadership. It shifts the focus from authority to empowerment, replacing command-and-control with trust, autonomy, and purpose.

This transformative approach challenges conventional hierarchical leadership models and encourages employees to take initiative, develop ownership behaviours at all levels, and contribute meaningfully to the organization’s mission.

For today’s business leaders and CTOs, this means moving beyond simply managing technology teams and instead creating an environment where everyone is empowered to make decisions, innovate freely, and stay aligned with the organization’s broader vision.

Instead of being the ‘all-knowing boss’, a leader needs to become a visionary, mentor, and an ecosystem builder: A leader who ignites innovation and growth by giving people the freedom to thrive.

To dive deeper into the unbossing trend, we spoke with Shane Elahi, Co-Founder & COO at Software Finder. In our conversation, Elahi explained how unbossing is reshaping today’s workforce and outlined the key forces driving this transformation. He also shared his perspective on the future of leadership and offered valuable advice for professionals preparing to step into leadership roles.

Q1. Glad to have connected with you! Can you introduce yourself to our readers? Can you highlight something about your leadership role as a Co-Founder & COO @ Software Finder?

Elahi: When we started Software Finder, we asked ourselves a simple question: why is buying  software still so complicated? What we discovered—fragmented information, biased  recommendations, and hidden pricing—became the blueprint for a new kind of B2B SaaS  marketplace. One built on trusted reviews, expert guidance, and data-driven comparisons  that help businesses make confident choices.

Before this, my career was about turning chaos into structure. From enterprise operations  to founder-led teams, I’ve worked across strategy and execution to help companies scale  with less guesswork and more clarity. What moves the needle for me is always the same:  smart processes, sharp execution, and high-trust buyer experiences.

At Software Finder, I lead operations for a platform that connects serious buyers with the  right tools and helps vendors grow without wasting money on noise. Because we  bootstrapped from day one, focus and discipline weren’t optional—they were survival. That  mindset helped us scale to 350+ people across three continents while staying lean,  customer-focused, and operationally tight.

My leadership philosophy is simple: set clear goals, give teams context and autonomy, and  remove friction fast. I’m hands-on with process because process scales judgment—but I  avoid bureaucracy at all costs. The end goal is always the same: build systems and teams  that move quickly, adapt easily, and deliver measurable results.

Looking ahead, I see software buying moving toward guided, intent-driven journeys—and  that’s exactly where we’re taking Software Finder next.

Q2. As a leader, what do you have to say about the new “Unbossing” trend? How is it  redefining today’s workforce?

Elahi:  Unbossing isn’t new. Its roots go back to the Agile and Lean movements of the early  2000s, when technology companies began embracing self-organizing teams, servant  leadership, and iterative decision-making. The term itself gained traction in Europe in the late 2010s, and the COVID shift to remote work turned it into a global phenomenon.

For us at Software Finder, unbossing wasn’t a buzzword—it was survival. When we launched  in 2018, we were a fully remote, bootstrapped company. Flat structures and empowered  teams weren’t an experiment; they were the only way to build quickly without burning out.  Over time, that necessity evolved into a framework we now call our roadmap:

1. Set the Foundation – Define the “why” and articulate vision and principles.

2. Empower Teams – Flatten hierarchies, use OKRs, align autonomy with  accountability.

3. Build the Systems – Create transparent dashboards, feedback loops, and a culture of  experimentation.

4. Sustain & Scale – Standardize processes, conduct quarterly audits, and lock in  operational excellence.

For startups and growth companies, unbossing is almost second nature. For large  enterprises, the journey is far more complex—but it’s happening, and it will continue  evolving.

Q3. Do you think the Gen Z workforce is responsible for this conscious “Unbossing” trend?  Any other reasons why it is happening?

Elahi: Gen Z has definitely accelerated unbossing, but they didn’t create it. The roots go back  to the early 2000s, when tech companies began flattening hierarchies and experimenting  with agile, self-organizing teams. What’s different now is the momentum.

Gen Z grew up digital. They entered the workforce expecting openness, collaboration, and  autonomy—because that’s how they’ve always operated online. They value skills over titles,  impact over tenure, and purpose over process. That mindset naturally aligns with unbossing.

But it’s not just generational. COVID forced companies to decentralize decision-making  almost overnight, creating cultures built more on trust than supervision. The talent wars in  AI and other fast-moving industries also raised the bar—organizations that empower  employees are the ones winning and keeping top talent. And in today’s markets, speed and  adaptability aren’t luxuries—they’re survival.

So yes, Gen Z gave unbossing a push. But the real drivers are larger forces: the pace of  change, the rise of distributed work, and the need for organizations to be fast, flexible, and  meaningful.

Q4. How is the trend redefining the leadership landscape? Will it cause a leadership  pipeline crisis?

Elahi: Leadership is shifting from command-and-control to servant leadership, empowerment,  and psychological safety. Those aren’t soft concepts anymore—they’re competitive  advantages in environments where agility and creativity drive results.

I don’t see a pipeline crisis. What we’re witnessing is a transition. Leaders are being asked to  balance two realities: building purpose-driven, flexible cultures while also ensuring  accountability, execution, and value delivery. Employees, in turn, need to understand that  empowerment comes with responsibility.

There will be friction—return-to-office policies at companies like Google and Uber show us  that. Leaders are learning to balance empathy with clarity, culture with operational needs.  But the core hasn’t changed: every organization’s job is to create value and grow  sustainably. The path looks different now—more collaborative, less hierarchical—but the  destination remains the same.

Q5. Which industries are ready to unboss?

Elahi: The industries best positioned for unbossing are those where speed, knowledge, and  talent drive the business. Startups and growth companies are a natural fit because agility is  in their DNA. Technology and SaaS companies, already steeped in agile methods, thrive  when teams can self-organize and iterate quickly. Creative fields like media, design, and  gaming also flourish in environments where autonomy fuels fresh ideas. And in consulting  and professional services, where trust and knowledge-sharing are everything, empowered  teams consistently outperform rigid structures.

On the other hand, industries with heavy regulation and legacy systems—banking, energy,  government—face more friction. It’s not that unbossing can’t happen there, but the shift  will be slower and more complicated. The more an industry depends on compliance and  control, the harder it is to hand over autonomy.

At the end of the day, unbossing works best where human talent is the main differentiator.  The more an industry relies on creativity, collaboration, and speed, the more ready it is to  thrive under this model.

Q6. Is Unbossing the future or a fad?

Elahi: Unbossing isn’t a fad—it’s the natural evolution of how modern teams work. But it  won’t remain in its purest form either. What we’ll see is a more balanced model: leaders as  enablers and coaches, supported by systems that bring clarity, discipline, and consistency.

The future of leadership isn’t about removing structure—it’s about replacing hierarchy with  accountability, bureaucracy with trust, and micromanagement with momentum. That’s the  version of unbossing that will last.

Q7. What advice would you give new professionals who want to climb the leadership  ladder?

Elahi: First, forget the idea of shortcuts. Sustainable growth beats title-chasing every time. Focus on building substance—your skills, your judgment, and your impact.

Second, learn from the people who stand out in your workplace—the doers, the visionaries,  the ones who make things happen. Borrow a page from their playbook, then write your own.

And specifically for Gen Z: every generation leaves its mark, but yours will shine brightest if you blend fresh ideas with the wisdom of those who came before you. The fastest way to accelerate is to respect the shoulders you’re standing on.

Takeaway for CTOs:

Unbossing isn’t about stepping back—it’s about stepping up as a visionary and mentor who empowers teams to deliver innovation at scale.

For the new generation of professionals, autonomy, purpose, and flexibility matter more than hierarchy. Leaders who embrace this shift not only attract and retain top talent but also unlock stronger innovation and sustainable growth.