PERSONAL READINESS AND LEADING TRANSFORMATION 117sharing their anxieties and worries about that loosening with
others on the change leadership team. To a greater or lesser
extent, depending on the breadth and depth of the organiza-
tion ’ s change initiative, assisting the whole leadership culture in
sharing control is the work of change. It is also the concept we
aim at more squarely in Chapter Six.
Leading change means assisting others to accept and use the
control that you lend them in order to make change happen. At
the Specialist or Performer logic where you are now, or through
which you may have passed, you settled into a certain comfort
zone about control. That ’ s a boundary you need to cross as you
expand into Freethinker logic. As you move from your old zone
of comfort, you begin to regard yourself as the progenitor of new
beliefs: you loosen your own need for and practice of control,
extending powers of control to others who are not accustomed
to having it. You extend engagement and help them learn to use
it for the greater good.
Control Source at Technology Inc. Bart ’ s success didn ’ t
arrive without control struggles. Bart has an entrepreneurial
bent and a practical need for profi t. Lending control to others
cost a lot of money on several occasions. How did Bart deal with
the challenge? He started by sending a message to himself: it was
absolutely up to him to model a future way of living and work-
ing the no - man ’ s - land between certainty and ambiguity. He took
on the need to evaluate and guide people along the tightrope
between driving for results and experimenting with new degrees
of freedom as the organization changed. In the course of that
change, he reframed his philosophy from a somewhat individu-
alistic “ results - oriented work ” to a more collaborative “ results -
oriented work environment. ”
To change the business ’ s operational approach to a process -
centered one, Bart articulated a three - year plan with annual
recalibration. Bart also consistently demonstrated one of the key
balancing aspects of personal readiness: an internally grounded