ENGAGEMENT AND LEADER LOGICS 83persuading, inviting, and a little pushing. Photo 4.1 captures the
group ’ s many hours of fi guring out new roles and working hard
to understand how much would be required of people to shift
those roles from less managing to more leading.
Everyone in the organization who had gathered in this cir-
cle had been steeped for years in a traditional manufacturing
shop fl oor role. One machinist, whom we affectionately dubbed
Joe Sixpack, summed up the culture: “ I do my eight, and I hit
the gate. ” Joe said he did what he was told to do. He was a fi ne
machinist, but he had no interest in participating in a customer -
centered process that required his active engagement with others.
Photo 4.1 How a Group at Technology Inc. Defi ned
Differences Between “ Lead ” and “ Manage ”