PERSONAL READINESS AND LEADING TRANSFORMATION 125senior team meetings are constantly interrupted with devel-
opmental conversations about the culture and the people.
In fact, the concern is so ongoing that taking time out for
learning has become a continuous part of business meetings.
The values and belief systems about the relativity of time are
so consistently integrated that it is sometimes diffi cult for
Credlow leaders to keep track of the hour in a conventional
sense. Into his organization ’ s culture Roger inculcates the
sense that the work of the organization reaches beyond next
calendar quarter.
What might look like a poor use of time to others is actu-
ally just what is necessary for organizational transformation.
This element of personal readiness is critical because it sends
a clear message to fellow trekkers that they can and should use
time for learning and for the advancement of the group, beyond
the daily execution. By leveraging your personal time resources
of informal, face - to - face contact, you draw more people onto
the path with less effort than you would have expended arrang-
ing, convening, and conducting formal meetings of your various
constituent groups.
Striking a Balance
In our observations, the combination of intentionality, keen
understanding of control source, and great time sense turns skep-
tics and nonbelievers into people willing to take more respon-
sibility, make decisions, and work fast and effectively beyond
directives from above. We began the three with intentionality
because expressing intentionality and inviting engagement early
helps leaders to develop the Headroom (the topic of Chapter
Six ) that is so important in a collaborative organizational cul-
ture. But you can probably see how good time sense and making
time for informal interactions stimulate engagement and also
enlarge Headroom.