BIGGER MINDS 71leader. “ We couldn ’ t work in an environment like that anymore.
We ’ d feel suffocated with somebody trying to tell us what to do
all the time. Now we tell ourselves what to do. We look at all
the possible good answers to a problem, and then we come up
with the best one and put it into action. A lot of times, solu-
tions are so obvious that one of us just goes and fi xes the prob-
lem and then comes back and tells the rest of the team what he
or she did. I could never go back to the old way. ”
At Technology Inc., individuals transformed themselves
from one leader logic to the next by practicing a bigger idea —
one that stretched their capabilities and created a challenge they
had to sustain. By doing it together as a collective, they trans-
formed their leadership culture to the next level. They became
Independent - Achievers, producing direction, alignment, and
commitment as outcomes. They expanded their leadership cul-
ture to include more people throughout the organization and to
make the PCO a new reality.
Another Example: Memorial Hospital
Gets a Bigger Mind and MoreWhen Memorial Hospital ’ s senior vice president of human
resources (HR) sought us out, he said he had an organizational
issue that he believed included training but that was also well
beyond the scope of training in that it delved into deeper, more
serious kinds of development. He said they needed deep change,
maybe transformation of some kind. The hospital was doing
breakthrough operational work and advancing cutting - edge
operations practices in health care management, but something
was missing in leadership.
A few months later, he and Glen (the CEO) visited us at
CCL. Glen told us:
Our operations are strong — the data report on strategy imple-
mentations is strong evidence — our community support is solid,