282 TRANSFORMING YOUR LEADERSHIP CULTURE
their pursuit of a more Collaborative/Transformative leadership
culture. As we said, senior team members were largely preoccu-
pied with advancing the well - being of their individual functions
and drawing attention to themselves as exemplary managers. To
the extent that there was a development frame at NuSystems,
it most frequently focused on acculturating new members and
helping longer - term members whose leader logics differed from
those of Liam and one of his most outspoken and powerful vice
presidents. In other words, development amounted to helping
people fi t in with the leadership cultural view of Liam and his
most powerful ally.
Now What for NuSystems? Given this feasibility result for
NuSystems, it is apparent that potential existed for developing
the leadership strategy and supporting leadership culture to a
bigger mind.
But the potential was likely contingent on Liam ’ s engaging
himself in his own intentional development. Only then could
he and his team start the journey toward practicing and mod-
eling collective learning that could help develop not only the
team but the broader leadership culture. Only through these
actions could one expect a mobilization of the collective to
climb the stairs to a Collaborative/Transforming leadership logic
widely shared and widely practiced.
Now What?As you take on the task of feasibility analysis for change in your
leadership culture, we offer what for us are some nuggets of
knowledge that we have come to appreciate from this work. In
the Introduction to this book, we pointed to three statements
about this work that we felt you would not fi nd in other treat-
ments of change.
First, in this new world order, your work as a leader is about
developing culture and talent, not about assigning it to someone