CCL fellows McGuire and Rhodes replace the common and popular myth that change in organizational culture is beyond the reach of mere mortals. They offer a practical guide for achieving feasible culture transformation by helping leaders see how leading the culture and managing the operations are two sides of the same coin. The book provides guidance and resources that helps leaders decide: (1) what change is feasible; (2) how to set practical incremental targets of change and development; and (3) what are the tools for navigating the turbulent waters of the change process. Transforming Your Leadership Culture 7 Contents 11 Acknowledgments 13 The Authors 17 INTRODUCTION 19 Part One: YOU, YOUR TEAM, AND TRANSFORMATION 27 Chapter 1: TRANSFORMATION: Can It Be Done? 29 Leaders, Logics, and Transformation 33 Change Begins with You 38 Three Leadership Logics and Cultures 39 Three Frameworks for Transformation 41 Transformation and Management 42 The Path We Follow 46 Chapter 2: ORGANIZATIONAL CULTURE: Beliefs That Drive Behavior 51 Belief Drives Behavior 53 Swimming in the Soup 55 Culture, Survival, and Bureaucratic Hierarchy 55 The Hidden Is Powerful 60 Take Time for Learning 62 Zone of Intentional Change 64 Getting a Bigger Mind 66 Culture as Your Bottom Line 67 Chapter 3: BIGGER MINDS: Developing from the Inside Out 71 The Nature of Lifelong Development 72 The Inside-Out of Growing Mind 74 Development and Leadership Logics 76 Leaderships and Leaders: Connected Logics 77 Getting to the Next Leadership Logic 82 Getting There: An Example 85 Another Example: Memorial Hospital Gets a Bigger Mind and More 89 Am I There Yet? A Personal Challenge to Advancing Leadership Logics 93 Ceilings and Floors 95 Chapter 4: ENGAGEMENT AND LEADER LOGICS 97 Engagement 98 Engagement and Leadership Logic 103 Engagement and a Leader’s Logic 107 Moving Forward 118 Chapter 5: PERSONAL READINESS AND LEADING TRANSFORMATION 121 Personal Readiness 121 The Balance Wheel of Personal Readiness 125 Chapter 6: HEADROOM: Standing Up for Change 147 The Basic Concept 149 What Headroom Can Do 154 Courage, Commitment, and... What Else It Takes 157 Headroom as Process 158 Headroom, Learning, and the Elusive Learning Organization 166 Headroom at Technology Inc. 167 Risk and Resolve 168 Chapter 7: ENGAGING YOUR SENIOR TEAM 171 Factors in Senior Team Readiness 172 Strategies for Change 174 Change Leadership Teams 182 Challenges to Teams at Different Logics 184 Shaking Up Senior Teams: Two Examples 187 Where Are We Now? 193 Part Two: LEADERSHIP CULTURE AND ORGANIZATIONAL TRANSFORMATION 197 Chapter 8: THE CULTURE DEVELOPMENT CYCLE 199 The Culture Development Cycle 200 Six Phases of the CDC 202 The Four Learning Questions and Different Leadership Logics 221 Ongoing Cycles and Shifts 225 Chapter 9: REACHING INTO THE CULTURE 229 Readiness in the Organization 230 Leadership Cultures and the CQ Framework 237 Leadership Culture Beliefs and Practices 242 Taking It to the Middle 248 Headroom and Critical Mass 250 Chapter 10: STRATEGIES, CULTURE, AND READINESS: The Pattern in Six Case Studies 253 Technology Inc. 255 Professional Services Inc. 258 Memorial Hospital 260 Global Electronics 262 Credlow 265 NuSystems Inc. 267 The Pattern 270 Chapter 11: FEASIBILITY MAPS AND CHANGEABILITY 273 Mapping Feasibility of Success: A Tool 274 Exercise 11.1 Individual Leader Feasibility Exercise 275 Exercise 11.2 Senior Leadership Team Feasibility Exercise 278 Exercise 11.3 Leadership Culture Feasibility Exercise 280 Feasibility in the Cases 282 Now What? 300 Appendix A: VERY BRIEF HISTORY OF DEVELOPMENTAL THEORY AND LEADERSHIP RESEARCH 305 Appendix B: ROOTS OF THE HEADROOM CONCEPT AND RELATED METHODS AND TOOLS 308 Appendix C: HELPFUL SOURCES OF STUDIES ON INTELLIGENCE AND BRAIN RESEARCH 312 Glossary 314 References 317 Index 321 About the Center for Creative Leadership 335 Capabilities 336 Open-Enrollment Programs 336 Customized Programs 336 Coaching 337 Assessment and Development Resources 337 Publications 337 Leadership Community 338 Research 338 Praise for Transforming Your Leadership Culture "If you are a leader who has been burned by the failure of traditional change management--remember that program that cost millions and didn't change a thing--this is the book for you. It provides a wholly new perspective for transforming leaders and your organization's culture simultaneously, and rapidly." --Michael Beer, chairman, TruePoint, and professor emeritus, Harvard Business School "John McGuire and Gary Rhodes provided solid support as we transformed our company from a top-down, do-your-job-because-I-said-so culture to a collaborative learning community of leaders within a process-centered organization. I cannot imagine having done it without them."--Loyal Peterman, president and founder, Abrasive Technology, Inc. "It is becoming more and more obvious that a developmental view of the human being is the core of any effective human change process. Transforming Your Leadership Culture is the latest book--and one of the best books--about how and why this is so, and how to implement it in your own business. Highly recommended!" --Ken Wilber, founder, Integral Institute, and author of The Integral Vision and Integral Psychology "The path to creating a genuine leadership culture in organizations is perhaps the deepest mystery of organizing. McGuire and Rhodes have carefully documented the actual paths taken by some of the very few companies that have successfully transformed toward interdependence together. Transforming Your Leadership Culture maps the process into the heart of this mystery." --Bill Torbert, management professor emeritus, Boston College "I had hoped that creating a high-performance organization could happen swiftly with a few powerful speeches and actions. The challenging truth is that creating an interdependent spirit and culture demands perseverance. Indeed, this is what sets the committed few apart from the masses--and the results are extraordinary!" --Vance Tang, president and CEO, KONE Inc.
The challenges business leaders face today barely resemble those of just thirty years ago. We must either face up to a serious shift in our identities or continue to perish professionally and organizationally at alarming rates. In response to these rapidly changing circumstances, a new kind of organization is emerging: the interdependent-collaborative organization—and all institutions, organizations, and governments are going to need its adaptive, quick-footed, see-around-the-corner capacity. In this book, John McGuire and Gary Rhodes of the renowned Center for Creative Leadership offer a practical guide for achieving feasible culture transformation by helping leaders see how leading the culture and managing the operations are two sides of the same coin.
Transforming Your Leadership Culture provides guidance and resources that help leaders decide what change is feasible, how to set practical incremental targets of change and development, and what tools are needed for navigating the turbulent waters of the change process. Executives must do this change work first, say the authors, leading by engagement and example—with senior leaders demonstrating alignment toward the change they expect of others by discovering and navigating a joint future together. Integrating developmental theory with solid research, the authors show how this approach orients organizations toward a connected leadership capability in which everyone in the organization can share.
Transforming Your Leadership Culture debunks the common myth that change in organizational culture is beyond the reach of mere mortals. It shows how leadership can be an emergent, creative, collective force for change.
The path to creating a genuine leadership culture in organizations is perhaps the deepest mystery of organizing. This book documents the actual paths taken by some of the very few companies that have successfully transformed toward interdependence together. It maps the process into the heart of this mystery. The authors replace the common and popular myth that change in organizational culture is beyond the reach of mere mortals. They offer a practical guide for achieving feasible culture transformation by helping leaders see how leading the culture and managing the operations are two sides of the same coin
