104 TRANSFORMING YOUR LEADERSHIP CULTURE
to personal change is a fundamental part of their readiness to
take on the leadership and management challenges of change.
Intentional, strategic change requires developing the human
system in concert with operational systems. For successful, sustain-
able cultural transformation, members of the change leadership
team must be collectively and personally ready. The readiness starts
with you as the leader of that collective. The collective must also
be deeply aware of the connections between personal development
and team and leadership culture development. Without that aware-
ness, any approach to organizational change will likely devolve
into a random series of trial - and - error events, that is, disconnected
attempts.
Readiness depends ultimately on a balance of several broad
factors that we call the balance wheel of readiness, which is the
focus of this chapter. Understanding those factors will equip you
to judge your own and your leadership ’ s collective readiness to
transform.
The awareness and understanding of what it takes to
develop and connect business strategy with leadership strat-
egy, and to move the leadership culture toward a development
stage consistent with those strategies, evolves from a process of
personal readiness that leads from ideas to action. In our expe-
rience, even the less successful senior change leaders come to
understand the imperative for committing themselves to their
individual development and to collective development — even
those who fi nally decide not to do it.
Readiness for the Role of Guide
The rightmost column in Table 5.1 shows a progression of edu-
cational roles that climb the logics ladder from controller to
coach to guide. Over the past twenty years, much progress has
been made on the role of coach in organizations, and most orga-
nizations we work with use coaching to develop senior leaders.
In this chapter we introduce the educational role of guide for