276 TRANSFORMING YOUR LEADERSHIP CULTURE
for car buyers with bad credit. The leadership strategy was con-
tinuing to evolve, but at the time of our initial engagement, it
was primarily an Achiever strategy with variation in the leader
logics of senior team members, including Moderator, Specialist,
Performer, Freethinker, and Collaborator. The CEO, Roger,
was a Freethinker/Transformer in his leader logic. His stra-
tegic intent was to leverage the best qualities of Specialists,
Performers, and Freethinkers among the management ranks to
climb the staircase he was putting in place. In that way, Credlow
could develop toward a leadership culture with sustainable
change practices to ultimately become a transformative leader-
ship culture and a model of serving not just its customer base
but also the broader community.
Individual Level. Because of our previous remarks about our
work with Credlow, you won ’ t be surprised that our retrospec-
tive feasibility map verifi es our initial view of Roger as a trans-
former, sage, guide, and creator. His scores are between 7 and 9
on all six scales. His leader logic and change guide scores match
exactly. In modeling a consistent reaching out to partner with
others, he surpasses typical behavior in used car companies.
Moreover, he continuously engages with all comers — Moderator,
Specialist, Performer, or Freethinker — to generate ideas and
increase changeability, always intent on developing his team
and Credlow ’ s leadership culture to the bigger minds of a high-
performing Collaborator culture.
Notwithstanding the signifi cant business challenges in our
early involvement with Roger and Credlow, he was still able
to maintain his intentionality to stretch himself and others at
Credlow while at the same time meeting aggressive fi nancial and
operational targets. For Roger, control source and time sense are
about Inside - Out practices. They reinforce his own values and
the value base among the senior leaders that can advance the
leadership culture toward transformational practices and out-
comes. For Roger, feasibility derives from and depends on his