THE GLASS HOUSE OF LEADERSHIP
When people come out of a strict hierarchical system, they tend to look to their immediate bosses for direction -- even when it comes to implementing the new behaviors of transformation.
At OilCo, however, the bosses are themselves wandering in uncharted territory. They are seeking answers to the question, "What is effect leadership?" But there are no prescriptions for success.
This theme provides insight into the dilemmas people face as they strive to become more effective leaders. It's complex because every leader now works in a "glass house" since transformation. Not just the leader's actions, but his or her attitudes and conversations, are fully in view and open to critique, in a way that is unprecedented for this company.
In any organization undergoing transformation, the senior leadership group will find themselves called upon -- if only by themselves -- to provide credible examples of the new kinds of leadership behavior they are calling for. If they want genuine information passed up to them, they must pass it on to others. If they want collaboration across organizational boundaries, they must find ways to collaborate themselves. And if they see benefit in learning how others think and feel, they must find ways to express their own thoughts and feelings, without retreating behind the old OilCo "mask."
Thus, beginning in 1995, the members of the Executive Council examined their own relationships and leadership styles.