Leading Cultural Development
Any multi-year project of the sort described here is challenging, but not unrealistic. The effort seems more needed and more possible now than ever. If an inducement is needed, recall that major benefits are gained at every single Stage.
The present «era of constant change», as popularly trumpeted, is not opposed to the need for a . Rather the reverse. The stronger the , the more able the organization is to thrive, whatever the social conditions.
This transformational project is the sort of continuous change that the best top managers and CEOs should be expected to lead.
Styles of Leadership
can be related to as explained here.
The initial transition, , can and must be handled by any type of leader, even Pure Pragmatists. It will particularly appeal to a Chief (= structuralist-pragmatic leader), and possibly also to an Expert-Boss (= empiricist-pragmatic leader).
A Chief or Director (= leader) is probably needed for the next three transitions:
The final two transitions, , require a Strategist (= leader) to push through the program.
Most transitions will require (or can benefit greatly from) expert consultancy support. Read more about the four types of transition.
The Challenge
It is one thing to know what the values ought to be. It is quite another to introduce them effectively while keeping the show on the road.
It is one thing to value learning for your children. It is quite another to see yourself and those about you as endlessly inquiring and learning.
It is one thing to expect others to commit themselves to an endeavour. It is quite another to commit yourself.
Originally posted: 17-Jun-2011