Interest in less-hierarchical organising has soared during the last decades, encouraging researchers to define Self Managing-Organisations (SMOs) as organisations that completely eliminate the managerial hierarchy (Edmondson & Lee, 2017). However, how these radical attempts to organise less-hierarchically are experienced in practice is largely unstudied. The present research addresses this gap by exploring the socialisation process, “the process by which an individual acquires the social knowledge and skills necessary to assume an organizational role” (Van Maanen & Schein, 1979, p. 3), at the self-managing IT-consulting firm Netlight. Interviews with newcomers and incumbent employees as well as participant observations were the main data collection methods. As the primary characteristics of the socialisation, a thematic analysis identified two processes of personal transformation related to job mastery and organisational adjustment, enabled by the building of social networks. Further, a paradox lens elucidated how effective engagement with both individual and collective perspectives in socialisation and organising spurred positive outcomes and enabled creative organisational development. The findings suggest conceptualising socialisation as 1) a resource building process, equipping individuals to live with the persistent uncertainty of an ever changing, complex organisation, and 2) a process where the newcomer enriches the organisation as much as becoming assimilated to it.