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TitleWHAT AND HOW LEADERS LEARN AS THEY TRANSFORM ORGANIZATIONS Archie Tinelli ...
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Page 217

220022

(The legacy of predecessors – continued)

organizational transformation well

before the environmental factors of

the mid-1990s. The leader of

Starburst for more than 20 years, Joe

led efforts to create a new name and

vision for the organization, to

develop a long-range plan, to have

annual staff-led celebrations, to have

team-building sessions for the senior

staff members, and to expand the range

of services Starburst offered. His

efforts were well received by the

staff, he was well regarded, and he

was acknowledged as the visionary who

started Starburst on its ground-

breaking path. 18

[Click to go to page 190]

“OK.”

“You sat in on the department heads meeting just before
meeting with me, right?”

“That’s right.”

“Well, who ran the meeting?”

“Willard did, why?”

“Because Willard doesn’t always run it, it changes every
month. A different one of the department heads takes turns
chairing the meeting. That way, no one person always is in
charge, and the authority is shared.”

“ Is that important?”

“Mary thinks so, and so do we.”

“Really, why is that?”

“Simple, if we’re really going to make the changes that we
have to make to survive and excel, then we all have to be
responsible, we can’t rely on just one person, we can’t let
Mary do it all. By rotating the chair, it helps everyone feel as
though they’re a part of the team, that they all have a role to
play.”

“ I don’t know, it doesn’t seem to me that just rotating who

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