These behaviors will ultimately limit an Achiever team’s success.The situation is worse at large, mature companies where senior management teams operate as Experts. What’s more, the organization’s own definition of leadership talent was reframed to include the capabilities of the Individualist and Strategist action logics. This group favored the Strategist perspective (and the founder of the group was profiled as an Alchemist), which in the end helped Jenny’s development. The objective of this senior-peer mentoring is not, in conventional terms, to increase the chances of success but to create a sustainable community of people who can challenge the emergent leader’s assumptions and practices and those of his company, industry, or other area of activity.We witnessed just this kind of peer-to-peer development when one senior client became concerned that he, his company, and the industry as a whole were operating at the Achiever level. In the third year, bottom- and top-line results were well ahead of industry competitors.• • •The leader’s voyage of development is not an easy one. They reject feedback, externalize blame, and retaliate harshly. Some people change little in their lifetimes; some change substantially. Individualists are thought to comprise about 10% of leaders. Because individual concerns and input are very important to these teams, rapid decision making may be difficult.But like individual people, teams can change their style. While these leaders create a positive work environment and focus their efforts on deliverables, the downside is that their style often inhibits thinking outside the box.Achievers have a more complex and integrated understanding of the world than do managers who display the three previous action logics we’ve described. Despite the undeniably crucial role of genetics, human nature is not fixed. Individualists are progressing towards the upper end of leadership performance. Their constant firefighting, their style of self-aggrandizement, and their frequent rule breaking is the antithesis of the kind of leader people want to work with for the long term. Alchemists are the one type of leader who is capable of leading transformational change at a society-wide level. As one ex-Enron senior staffer said, “Before the fall, those were such exciting years. At the same time, I’ve had to pick up a number of pieces after you that I shouldn’t have had to. She began to ask herself existential questions. The point is not so much to teach the CEO a new conversational repertoire but to make him more comfortable with how the Individualist sees and makes sense of the world around her and what feedback may motivate her to commit to further learning. Annual development plans that set new goals, are generated through probing and trusting conversation, are actively supported through executive coaching, and are carefully reviewed at the end of the cycle can be critical enablers at this point. He can deal with immediate priorities yet never lose sight of long-term goals.What sets Alchemists apart from Strategists is their ability to renew or even reinvent themselves and their organizations in historically significant ways.Alchemists constitute 1% of our sample, which indicates how rare it is to find them in business or anywhere else. Challenges were discussed as well as a view of the individual’s potential and a possible developmental plan. In these roles they get things done and take their teams with them on the journey, thus balancing task and people requirements.

Alchemists are typically charismatic and extremely aware individuals who live by high moral standards. Spiritually, Jenny learned that she needed an ongoing community of inquiry at the center of her life and found a spiritual home for continuing reflection in Quaker meetings, which later supported (and indeed signaled) her transition from an Achiever to an Individualist.Two years later, Jenny left the second job to start her own company, at which point she began profiling as a Strategist. One study of ophthalmologists in private practice showed that those who scored as Achievers had lower staff turnover, delegated more responsibility, and had practices that earned at least twice the gross annual revenues of those run by Experts.Achievers often find themselves clashing with Experts. Only Mandela would go down there and be associated with the Springboks… All the years in the underground, in the trenches, denial, self-denial, away from home, prison, it was worth it. But opting out of some of these cookies may have an effect on your browsing experience.This website uses cookies to improve your experience. She may also explore new forms of spiritual practice or new forms of centering and self-expression, such as playing a musical instrument or doing tai chi.External events can also trigger and support transformation. Seven Transformations of Leadership. Then, we can chat several times over the next year as you begin to apply whatever new principles we come up with. To adapt to a changing and growing financial services market, the company needed to become significantly more visionary and innovative and learn how to engage its workforce. Another example is an Achiever senior team in a financial services company we worked with that was emerging from two years of harsh cost cutting during a market downturn. At the company’s senior manager meetings, for example, executives other than the CEO had the chance to lead the meetings; these opportunities, which were supported by new spirit of openness, feedback, and frank debate, fostered professional growth among many of the company’s leaders.Planned and structured development interventions are another means of supporting leadership transformation.

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