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Developing Emotionally Intelligent Organizations - page 10 / 14





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plan. This includes finding ways to work on the goals during their typical work and life

experiences, anticipating likely obstacles and considering ways to overcome them.

During the experimentation and practice, coaches help a person keep track of and reward

progress. They can serve as a reminder or a cheerleader.

Creating an Exciting Culture

The ultimate goal of the Breakthrough Leadership initiative was cultural

transformation. As the executives of Roadway described it, they wanted everyone to

“understand both the big picture (i.e., how Roadway will be successful) and their

personal role in the big picture (how does their role affect the customers and the financial

results). That is referred to as ‘line of sight.’ Ultimately, each employee must be able to

link his/her actions to the financial results of the organization.”

To extend application of the Breakthrough Leadership Program into changing the

culture, Roadway and Weatherhead started a process called Engagement Through

Education in the Fundamentals of Business (EEFB). It followed the same self-directed

learning model of change described earlier at the organizational level. Using Appreciative

Inquiry (Cooperrider and Srivastva, 1990) to convene large group meetings, people were

brought together to discover and articulate their organizational “Ideal”. They told stories

about times when they were at their best and proud to be a part of Roadway, times when

they served their customers, and made money. They also examined how the company is

doing on numerous dimensions (i.e., looking at the “Real” organization).

The meetings were called Summits. Each Summit was organized around a major

terminal. They identified a business topic of current importance, such as “Delivering

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