It seems self evident that someone with more knowledge and experience of an operating system gives them the potential to be more powerful inside that system than someone with less knowledge and experience.
As a result although Holacracy may be trying to distribute a voice and the opportunity for leadership across a team, in practice it will still be those people whom choose to become effective 'operators' of that system who will wield more power whether consciously or not.
Brian is the ex CEO of HolacracyOne. However he is also a defacto expert on the use of Holacracy, perhaps THE defacto expert given his ongoing involvement if not total immersion(!) in developing it.
I wonder if his experience of powershift issues is significantly different to many other ex CEOs as a result i.e. he has swapped his old powers for some new ones in which he excels whereas there may be many ex CEOs for whom there is a much bigger gap between their old powers and their new ones as team members within a Holacratic system.
I'm curious to hear from Brian and other members of HolacracyOne about their experiences and thoughts on this issue.
Of course the simple answer is for every ex CEO to ensure they become experts in the new operating system of their company but if that is the only solution then it should perhaps be brought into the training programme or maybe there should even be a workshop for 'budding ex-CEOs'! An intention to share power across a team has the potential for redistributing it but not in an equal way.