leadership though vision - university of...

Leadership through

Vision

By Chris J. Scobie

Leadership Through Vision Chris J. Scobie

2 CJS/Seminars/Leadership/Visioning

InFocus Int’l www.infocusintl.org

Leadership through Vision By Chris J. Scobie PhD (Cand)

A. Introduction Lecture, to be given on 11 January 2012, and the Economic Faculty, University of Ljubljana Slovenia

1. What is s Vision? Deal with it on some level philosophically. 2. How to Establish a Vision? 3. How to Cast your Vision? 4. How to Maintain Your Vision?

Leadership is both an art and a science. I believe that by understating and accepting this concept frees you up to approach leading from a position which will enhance both your capacity and effectiveness as a leader. It is an art in the sense that there is natural leadership ability, there are such things as intuition, feelings, gifts, skills, knowing instinctively when to act and when not to etc… It is a science in that many aspects to leadership have process attached to them. You might say, well I am great at math, physics, accounting, and economics but I do not have charisma, I don’t have the ability to create world changing visions, or lead 100’s of people towards specific objectives. I believe that if you embrace the science of leadership, you start to embrace the process. If you embrace the process you will be better able to lead and facilitate effective teams. It is not necessary as a leader that you come up with the vision. It is not necessary that it is your ideas which are leading in technological developments. It is not necessary that you possess all the attributes you think a leader needs. What is necessary is that you understand the process and give leadership to the process. Using Jim Collins analogy words “the bus must be going somewhere,” we need vision to guide the bus. If you as a leader leave the bus to drive itself it will crash, alternatively someone else will take the steering wheel and take it perhaps somewhere you do not want to go. Worst of all if it crashes people get hurt, jobs lost, lives hurt and families suffer etc. I took the liberty of having a brief look at your text book in an attempt to interact better with you so our discussion would be somehow more relevant. On leadership Daft and Marcic state “No topic is probably more important to organizational success today than leadership. Leadership matters” (Daft & Marcic 2006, 478). I believe that to a large extent organizations rise and fall based on leadership. Your leadership matters, it matters in the boardroom, it matters in teams, it matters in your family and it matters is society. Let us walk through these aspects of vision, with the assistance of some examples so that we can improve our leadership capabilities.

B. Leadership Definition There are a multitude of definitions for leadership, many of which have something to contribute. “Leadership occurs among people, involves the use of influence and is used to attain goal” Daft & Marcic (2006, 478-478) quote Gary Yukl 1989.




Some years ago I came across a definition from Kenneth Gangel which I think bears consideration in order to frame what we are speaking about. “Leadership is the exercise by a member of a group of certain qualities, character, and ability, which at any given time will result in changing group behavior in favor of mutually acceptable goals.” Kenneth Gangel. Here is the reason Influence = the effect of a person’s actions on the attitudes, values, beliefs, or behaviors of others (Daft & Marcis 2006, 498). Influence is a force but it is not the absolute power to force change. We can recognize that Hitler, David Koresh, Bin Ladin as leaders but they used power, death, and fear in order to force change. In my opinion we should not place them in the same category as Mother Teresa who used her vision of what the world could look like to lead change. We need to make this important distinction – perhaps it is a philosophical question you have to ask about life, in terms of people and the nature of people in order to moderate your leadership. Often Visionary leaders are identified as Charismatic leaders (coming from the Greek word Charisma meaning gift), and are accused of manipulation, improper control over weak minded individuals. Alternatively it refers negatively to charismatically talented people who use their talents to prey upon helpless victims etc. Here we come to our definition of leadership; an incorrect application becomes force and control, whether it is with a gun to produce fear or an ideology which produces fear, it is unacceptable. However we should pause before rejecting the benefits of a vision and all it implies, but consider that a leader who is abusing his or her position as failing moral and ethical standards, not the failure of leadership tools. Thus there is a group content in the leadership definition, “mutually acceptable goals.” In my discussion I want to see that through self-development, through organizational learning (As Chris Argyris speaks of – Questioning our governing values), through recognition of a purpose that is bigger than ourselves, visioning is a very effective and necessary tool. In a “free market” economy, skilled workers such as you have choice. If you do not like the situation in which you are working you can simply take your skills and offer them to another company. So the context of the discussion on vision here is in the context of the workers freedom to choose. Thus our discussion today is intended to give you skills and equip you better to give leadership and direction, not the inappropriate use of power.

C. Vision definition “A vision is an attractive, ideal future that is credible yet not readily attainable”

(Daft & Marcic 2006, 496). I would submit to you that a vision identifies a desired idyllic future for your team or organization which involves challenge and reward. I specifically include challenge and reward necessary motivational tools.




Illustration In my first agri-business managerial role I was asked to go to a town that nobody really wanted to live in. It was my first Agri-business managerial appointment, so it was suggested that I do not turn it down. There were three main things that the bank measures, in order to recognize the performance.

1. Return on equity, or the profit on the amount invested. 2. The “share of wallet” – the amount of products a customer has with your bank. If the

customer has all possible products with you this is great. If they use 3-4 banks for different things – it is considered not so great because their commitment to your bank is not so strong.

3. Profit as a ratio to branch and staff numbers, high profit low staff numbers is good. Medium profit high staff numbers bad.

New Zealand is a small country – at that time we had approximately 150 agri-business branches and our branch was near the bottom of the list in the respective measurements. After being there a few weeks we sat down and talked about what should be our vision. This is funny for some people, because they think that the activities of the bank are about lending money, investing money, standard money things. We don’t need a vision for that! After a lot of discussion we agreed that our biggest problem is that no-body wanted to come and work in Hawera. So we decided that our vision would be “To be the best place to work in the country.” We aimed to be the best place to work by maintaining standards of excellence in performance, by supporting one another… We worked hard, but had a lot of fun. Simple things, a commitment to have a drink together on Friday nights, shared responsibility, a commitment to assist colleagues … Within two years our branch was in the top three in every measure that the bank records and in one we were top. People wanted to visit us and see what we were doing… All of those people went on to bigger and better things. Vision must embrace and enlist every person in your team, whether large or small, it must include cleaning staff as well as executive staff. Here is the thing that we need to realize, that if we just going to focus on profitability and this becomes our goal and vision, eventually we will lose. To be the best today you need passion, you need commitment, you need contribution from the entire team, some people in your team will have experiences and ideas that you need. If we are speaking in the context of choice, why should people come to your business and buy your product when they can get it from one hundred other places, what drives your customers to be loyal? Illustration There is the story about building the great Westminster Cathedral in London. While the building was going on, a visitor asked two bricklayers the same question. What do you do? The first replied – I am a brick-layer, I lay bricks one at a time. The second brick-layer, replied, I am part of the team which is building the finest cathedral in history.

- Which bricklayer understood the vision? - Who is going to do a better job? - Who is going to work in difficulties to keep the project on time? - Which bricklayer do you want on your team?




It is the leader’s job to build this vision and make it attainable for people, so they can live it out. This is why I believe that we need to see leadership as both as an Art – and a Science. The late Steve Job’s is another modern hero “a computer on every desk” was is a reality??? But it was captivating. You know when I think about Steve Jobs and his team, I have a picture of a group of people sitting at their desks, taking no breaks, only stopping for food and sleeping on the job – until a project is finished or breakthrough made. Steve Jobs was so passionate he wanted the breakthrough, vision must stir people’s passion. There is creativity in every person just waiting to come out – the leader must create the culture and context for people to give their best. Vision helps in this process.

D. Terms There are some terms I think are useful to distinguish between: Mission Statement verse Vision Statement Mission Statement A mission statement describes your business, what it is that you do, who your customer is and what is your relationship to that customer. It describes the essence of your business what we do today. Vision Statement A vision statement describes your business at some time in the future, it is not true today, but it will be true in the future. As we said above a vision is a desired idyllic future for your team or organization which involves challenge and reward.

1. A vision is about the future, it describes what you will aim to achieve. 2. A vision must be compelling – something that draws people’s excitement. 3. A vision is a way leaders tell employees what they are passionate about. If you say our vision

is to triple income next year, this does not catch the imagination and passion of ground level workers. When Steve Job’s said “An apple on every desk” workers can catch this a little…

4. A vision of greater than yourself – it involves team. 5. A vision is a challenge, energy and resources will need to be utilized, it must cost you

something. 6. Achievement has its intrinsic and often extrinsic rewards. 7. A vision must be lived out and modeled – I am told that the entire design teams of the

original 128k Macintosh had their signature molded into the computer case. That is involvement.

Management Verse Leadership The manager according to Mintzberg has three roles

1. A manager administers while the leader is an innovator 2. A manager follows a process a leader establishes the process 3. A manager establishes controls and leader establishes trust

A manager deals with the question of how and when, the leader deals with what and why




Common Ingredients to Leadership

Guiding Vision Passion Integrity Trust Curiosity Daring

(Bennis 2003)

Warren Bennis says “Management is getting people to do what needs to be done. Leadership is getting people to want to do what needs to be done. Managers push, Leaders pull. Managers command, Leaders communicate…Leaders are people who do the right thing; managers are people who do things right.” Where does the Vision Component of Leadership fit within leadership theory over the past 100 years. Leadership received little scholarly contribution prior to the 1920’s, the trait approach was

accepted. Following the trait approach the “great man” theory suggested that great leadership were just born.

As leadership theory received more scholarly attention various critiques were offered, largely to

styles and approaches. Leadership was recognized as situational, different leaders who in hindsight had gaping deficiencies flourished in one era, who would not have been successful in others. Similarly we have seen through the years different fashions come and go.

In the 1980’s vision was that catch word on the lips of educators and consultants. This concept

of vision was pushed sideways as ‘organizational culture,’ griped the attention of management.

Towards the later part of the 1990’s discussions on culture decreased and the ideas of synergistic development and leverage theories serviced.

As we approached the later part of the first decade in the 21st century ideas of specialization,

continuous learning and global village are all producing behaviors impacting on leadership.

We mentioned such things as passing fashions, not to suggest for a moment that the concept of vision is a passing fashion, however once learned it becomes part of the behavior and then it is assumed that leaders are doing this as a natural part of their function.

In the 21 century “coaching” came into vogue.

Innovation and use of technology as an innovator. It was Warren Bennis who said “The first basic ingredient of leadership is a guiding vision” (Bennis 2003, 31) Without knowing where you are going you will never get there, neither will you be able to measure interim performance towards achievement of the vision. Furthermore without a guiding vision pointing toward the destination, people will be unable to set goals and strategies to contribute their part in achievement of the overall goal. A guiding vision answers a number of questions for people: Why do I belong to this group? What are we aiming to achieve? What is the thing that unites us? Why do we exist as a group or organization?




If we are thinking more philosophically (regarding metaphysics) we might ask. Why are my skills and talents employed here? (Physical question) Why is my energy and passion spent here? (Emotional, psychological question) What are the moral and ethical implications of my participation? (Spiritual question) Video Time Starbucks Howard Schultz Discussion Vision and Vision of Starbucks: "Our mission: to inspire and nurture the human spirit – one person, one cup and one neighborhood at a time" (http://www.starbucks.com) Every day, we go to work hoping to do two things: share great coffee with our friends and help make the world a little better. It was true when the first Starbucks opened in 1971, and it’s just as true today. (http://www.starbucks.com/about-us/our-heritage). How does one grow and remain small? How will he create social relevancy? Demonstrate authentic transparency? A key concept which is important in the culture is Starbucks focus on people, experience,

maintaining culture (small, friendly). Innovations

o A café with a charge card o Starbucks app for iphone o ??

E. HOW WE ESTABLISH A VISION Having studied the idea of setting a vision for years and been involved in establishing visions from the stand point of a secular profit driven large business and also from the point of view of a small nonprofit, I see that we can approach the situation from two different positions.

1. Resource Led Vision Strategy - Firstly, by recognizing fully what resources are on hand, what the target is and how to get there? We might refer to these as a Resource Led Vision Strategy.

2. Solutions Lead Strategy – Our vision at the Bank was an example of a solutions lead

strategy, I think in many ways we could say that Starbucks is a solutions lead strategy because it identifies the longing and desire for humans for individuality and at the same time friendship. This second approach is exemplified by Nehemiah and also by people like Dr. Martian Luther King Jr. Stemming from the core of these individuals was a deep sense of injustice or wrongdoing, a situation must be corrected. We might label this a Solution Led Vision Strategy. Flowing from the compassion and a desire to act they inject themselves into a position and proved the solution. On 28 August 1963 Dr King addressed the crowed at the Lincoln Memorial in Washington D.C. With his famous “I have a Dream Speech”.

http://www.starbucks.com/

http://www.starbucks.com/about-us/our-heritage




…I have a dream that one day on the red hills of Georgia, sons of former slaves and sons of former slave-owners will be able to sit down together at the table of brotherhood. I have a dream that one day, even the state of Mississippi, a state sweltering with the heat of injustice, sweltering with the heat of oppression, will be transformed into an oasis of freedom and justice. I have a dream that my four little children will one day live in a nation where that will not be judged by the color of their skins but by the content of their character. I have a dream today! (King 1986, 219)

We have witnessed the age of emancipation, the achievement of equality in America, the end of the Apartide movement in South Africa, the building of a wall around ancient Jerusalem all led by people who caught the vision to correct a problem. “Vision often begins” says Stanley “…with an inability to accept things the way they are” (Stanley 1999, 17). 1. Resource Led Vision Strategy It is incumbent upon leaders to establish a vision and mark out the path ahead, this is the importance of methodology. We note that the vision for individuals can be compartmentalized in three areas

(1) Spirit – The vision must meet the demands of one’s conscience while at the same time providing a challenge to give one’ life purpose.

(2) Soul - Heart – Recognizes the passion and desires while challenging the psychological issues to furnish an emotional and relational challenge to people.

(3) Body – Recognizes the unique location, skills, talents, demographic opportunities, education and provides a challenge to physical capacity.

When it comes to vision and strategy we can become enamored with words and phrases used by experts. Collin’s with his ‘Hedgehog Concept’ explains how ‘Good to Great’ companies’ focus on a strategy of what they can be the best at (Collins 2001, 94-96). Covey speaks of ‘Pathfinding,’ (Covey 2004, 215-222) Andy Stanly uses ‘Visioneering’ or H. Dale Buke’s proceeds from a discussion on ‘Imagination – The Power of Vision’ Burke 2004) I find that models are very helpful tools which explain concepts, often with greater clarity. Some models will work with greater effect for some individuals than others. The Questions: Of course we recognize that a company does not have body, soul and spirit, so we think about it like this:

1. Spirit (Conscience) 1. What are you passionate about?

1. What are your convictions and beliefs as a person and group?

2. Talent (Mind)

2. What you can be best in the world at?

2. What are the skills, abilities or talents, education.

3. Need (Body) 3. What is profitable for you? 3. What demographic statistics permit your activity

(Collins 2001, 96; Covey 2004, 221)




S.W.O.T Analysis

Strengths

Weaknesses

Opportunities

Threats

2. Solution Led Vision Strategy There is another strategy which comes through the recognition of a need (Bono and is idea “Eradicate Hunger,” and injustice (dr. Martian Luther). The example of Nehemiah provides a very useful and natural model to assist those to form their vision via a Solution Led Strategy.

1. Empathize with the situation. Nehemiah placed himself in the situation of empathizing with his estranged people. Nehemiah understood the needs of the people and he wept, the need was very apparent. A vision must stir our passions, we must be arouse and affected by the issue otherwise we will never have the perseverance and endurance to fulfill it when the times get tough.

2. Nehemiah understood the needs. Wise leaders seek council, wise leaders seek input in order to fully assess the situation (refer problem solving S.O.L.V.E (Situation, Options, Locate, Venture, Evaluate). Understanding the needs for some people means to obtain demographical data of the local communities, research population trends, habits, problematic areas, social concerns, community histories etc. Through the collection of information one is able to identify the community needs and what is required in order to alleviate any problematic areas.

3. Nehemiah planned what needed to be done (he was ready with his plan opportunity came to discuss with the king: He needed a) wood from the governors, b) passage of entry, c)

Fig. Resource Led Vision Strategy

The point at which the circles meet is where the vision is found

Spirit (Conscience) What you are

passionate about?

Need (Body) What is profitable

for you?

Talent (Mind) What can you be best in the world

at?




people to accompany him and d) approval to go). Strategic planning is essential in the establishment of any vision a commonly used model is S.W.O.T. analyses. Strengths – analyze the strengths of your organization. Weaknesses – fully understand any limitations that you have as an organization and where additional resources may be required. Opportunities – what are the unique opportunities that you have as an organization? Alternatively you may discover certain details about the abilities of people in your organization which make them uniquely suited for certain opportunities. Finally Threats – what are the local and current threats you are facing. Having fully understood the situation of your organization you then plan what needs to be done in order to uses strengths to overcome weaknesses and your opportunities to negate threats. While this is a rather simplistic model it has works well for many organizations and is useful as a starting place for planning.

4. Nehemiah’s plan involved himself, although he was the cupbearer it was unlikely that he was the best person for the job, but he was the willing man. Visions will seldom get off the ground if the leader does not fully inject himself or herself into being part of the solution, to becoming the answer to the problem. Imagine what would happen if Nehemiah produced his vision and then sent others with the Kings letters to collect the timber and rebuild the wall. Probably nothing, they would not get the wall built. Unless the vision is shared or owned it will not be sacrificed for. One of the essential elements or highest values of a vision is that it keeps you focused until the end result is achieved.

5. Stay focused and committed. Despite many, many attempts to put Nehemiah off, he was not discouraged, nor would he give up until the wall was complete. In NPO’s this becomes rather important, you must be committed to the final result.

Nehemiah provides a very workable model for today leaders even though this model was well over 2446 years old. It answers those essential questions as posed by Burke. The Destination Question - Where are we going? The Roadmap Question - How do we plan to get there? The Values vs Cost Question - Why bother? (Burke 2004, 104).

3. Protect the Vision until you are ready Visioning and goal setting starts like all other things that grow, it starts in the form of a seed. The seed of a vision is a dream. This seed quickly produces its tender sprouts as the vision is given room to breathe, through discussion, visualization and planning. It is in this tender infancy that the dream [emerging vision] must be carefully protected and nurtured. Many promising visions have been trampled underfoot and suffocated into extinction through careless words and selfish ambition from envious people or those people who are acting in ignorance. One must be careful to guard the vision, to protect it from these careless people. A word of sound counsel is to be careful who you speak to, take care for who you confide in, these people will either pour oil on to encourage your dream or water to extinguish it. Careful nurturing of the dream will allow the vision to take hold to put its roots down and when it is opened to the storms of life. The criticizers will surely come, but if your vision has become strong, prepared for, and carefully thought out it will be able to survive. Learn to dream Walt Kallestad writes “The greatest challenge in living out a dream is daring to take the first step. Dare to begin, Dare to jump in [and dream]…Extraordinary dreams come true when ordinary people have an extraordinary amount of determination” (Kallestad 1996, 87-88).




Fig 2. Cycle of Action

4. VISION CASTING The idea of vision casting is simply to sell it to your people so they own it as their own, that they would take ownership for it. Every vision is a solution to a present or future problem; in order for your vision to find traction with people they must be able to capture the need. If there is no need, your vision just won’t happen. “Visions are like lenses. They focus unrefracted rays of light. They enable everyone concerned with an enterprise to see more clearly what is ahead of them” (Stanley 1999, 95). Vision casting is a most important component of the vision strategy, to fail here may leave an excellent vision as simply an idea which crashed and burned. It must be sold firstly to the board, then to the influences and then accepted by the people. A compelling vision will not only engage people mentally must also engage their heart. As you present your vision you need to engage people in such a way that they say “Yes! This is the place that I want to belong to, this is why I want to come, I can see myself being a part of this team, and when we have achieved it I believe it will be thoroughly worth the effort and resource” Some will refer to this as ownership, getting people to accept the vision – to own it as theirs. Without effective emotional, physical, and spiritual buy-in, results are unlikely to be effective. Emotional acceptance means that this will stir people psychologically towards the vision, their passions will be ignited as the picture the possibilities. Physical buy-in means that individuals will commit their time, money and energy towards the vision. Spiritual acceptance results because this vision is compatible with their moral and ethical views; it is supported by their conscience. In essence spiritual buy-in means followers accept this as the right thing to do. In NPO’ you will need to learn who the influencers are and sell it to them first, because they are your next level of leadership. The key questions are: (1) What difference will it make if we achieve this? (2) Why should I put my energies and resource into this project? For those unfamiliar with the selling cycle we can simply refresh ourselves by looking at the following figure in order to plan the vision selling strategy. The natural order of selling something moves through this same pattern or through these five steps, sometimes quickly, other occasions over extended period of time. It is useful to understand the process so that we are able to plan effectively how to engage people by identifying needs and then satisfying them. 1. Needs People will only take action when they perceive they have a need to do so. This need could arise as a result of an impulse to satisfy a desire or to avoid an unwanted punishment. A person is made aware of a need normally by explaining a problem, a situation which is unsatisfactory or an opportunity that they are missing out on. Desire rises as the person learns about the problem or what they are not having. For example you can create a need within most children for ice-cream simply by talking about the nice taste of ice-cream. If you speak about it often enough very soon the desire will rise to such a level the child feels the need (for ice-cream) must be satisfied immediately or life will be




unbearable. The job of the salesman is to present the need or in this case the vision must solve a problem, so what is the problem? 2. Tension for Change By reminding people of the consequences of not acting you create a tension within people to take action. The car sales person might say that this is a new car which is currently on discount, next week the new car discount will be removed and it will cost you more. If you want to take advantage of the lesser price you need to act now. This creates a desire to act quickly to avoid unwanted action. Father may say to his child “If you do not do this now, there will be punishment.” This realization of punishment makes the child realize that it is in his or her best interests to act quickly thus the tension for change is heightened. When selling the vision the people can be made aware of the consequences of not acting. “This will be that result of not taking action now..!” 3 Solution When you have agreed (and agree at each stage) with your people that there is a real and genuine need, they agree that there should be some type of action, you are ready to present your solution or your vision. How will you meet the need and avoid the bad consequences of failing to act. What is your proposed action plane to remedy the situation? The need has been identified and opportunities are being lost. If they do not take action, consequences will result in failing or alternatively loss or pain will be experienced. Having agreed at each step the solution must solve the problem. There are often many solutions to a problem and one should review problem solving strategies before committing to a particular solution. 4. Action Choose between alternatives, or agree to take certain actions. This answers the question of timing, there must be correct timing of the action to ensure that the initial problem is solved and new ones are not created. 5. Review Follow up on the decision is extremely important in the selling process as it is with selling a vision. The review process simply asks the question, “After having implemented the solution does it meet the need for which it was intended? Secondly are there any side effects as a result of implementing the solution that we had not planned for.” This vision needs to be constantly kept in front of people to maintain focus and direction. This selling process is able to be simply adapted to selling decisions, selling vacuum cleaners, houses, cars or ice-creams. Having developed a vision your team leaders must be first to buy-in or commit to this project. Gain buy-in from the key influencers before going public. All organizations have people who either through community status, length of membership or personally, have a great influence upon other workers or members. In an employment environment people can be told, but in a volunteer organization people have a choice to be involved and committed or not. In order to use their influence positively you are wise to seek their support, these types of people especially like to be informed. This will give you an opportunity to test the vision for any questions which may arise. There are varying opinions regarding how to obtain ownership of the vision. By ownership we mean that individuals will treat it as theirs and put their commitment into it. Some schools of thought suggest that people at the coal face should be actively involved in establishing the vision and leaders would guide this. This format is OK if you gain the correct vision, however if the vision is not what you as a leader would want, or believe in, then you will change it. In such a situation people may




then feel manipulated because they were part of a decision which was not listened to. As a leader you are responsible for steering the ship. Thus the wise leader maintains good communication with all levels of the organization, understanding their needs and desires, incorporates them when possible, but because you have access to more and greater information you must accept responsibly to see that the correct vision is actually in place. Plan a vision launch strategy, anticipate questions and potential problems. Launching the vision could involve member meetings, special lunch, evening presentations etc., be creative. If the leader wants people to take it seriously and understand the importance of this vision or change of vision then he/she must demonstrate the importance of this by the effort and dedication put into the presentation and attention to the environment. Invite their questions, ask for their commitment. Give people an opportunity to raise issues. Keep selling you vision so that they know their reason for their continued commitment. Peters and Waterman’s study of corporate excellence found that one aspect of successful companies in their landmark study was identified as, “Stick to the Knitting,” that is to say successful organizations understand well their purpose and remain close to it (Peters & Waterman 1982). It is the leader’s responsibility to keep the guiding vision in front of the team to maintain focus, energy and directions.

5. MAINTINING THE VISION “One of the greatest challenges of leadership is making the vision stick” (Stanley 2007, Loc. 51). Andy Stanley lists five steps for maintaining the vision: (1) State the vision simply, (2) Cast the vision convincingly, (3) Repeat the vision regularly, (4) Celebrate the vision systematically, and (5) Embrace the vision personally. As we work through these ideas we see many areas of cross over in the attributes and behaviors of a leader.

1. State the vision simply. Visions do not need to be literary masterpieces, what they do need to be is memorable, easy to catch and restate by others within the organization. In our church organization we break it down to three key words, although the phrase is mentioned, it is three key words which make encompass the vision, these words you want people to recall.

2. Cast the vision convincingly. Vision has to solve problems, a vision that solves a problem that does not or will not exist it not going to stick with people. A convincing vision must have belief and credibility.

3. Repeat the Vision regularly. Many opportunities exist to keen the vision in front of people, understand the communication channels available in your organization and use them to maintain focus on your vision. Communication channels are changing as technology develops, therefore your organization’s communication strategy needs to keep pace to ensure that you are using appropriate and effective channels of communication.

4. Celebrate the vision systematically. This is about celebrating successes in your organization which reinforce movement towards achieving the vision. This celebration of vision reinforces the vision because everyone wants to be celebrated and it maintains the focus. If you




celebrate successes which are not part of the vision you can actually weaken your vision. It is not that the behavior was bad, simply it is not the focus of the vision. In our banking example if we celebrate issue which build relationship and the banks image it builds the ownership for the vision. If you start celebrating individual profits, while good one must be careful not to influence behavior negatively. General Motors is a good example. In 1924 Alfred Sloan was the architect of the vision to rejuvenate Ford. The idea was this. Create five brands of cars for five different price ranges, that way every American could drive a GM i) Chevrolet for first time buyers, ii) Pontiac as an upgrade, iii) Oldsmobile, the iv) Buick and finally a Cadillac was for top end buyers. However it is very obvious that they did not stick with their strategy because the brand strategy diminished, Chevrolet created the Corvette. Celebration of the Corvette as a great motorcar may have been correct, but it took them away from their core vision and business strategy. Perhaps as brand distinction diminished, they did not complete in their chosen brand and this their market share diminished. Celebrating vision can also be built into your motivation strategy. Remember people are motivated by both intrinsic rewards and extrinsic rewards.

5. Embrace the vision personally. One must be personally involved in walking out the vision. Remember as a leader you do not set the example, you are the example.

6. Conclusion A defining ingredient in success is knowing how long success will take, most people have an idea of how long they think something will take, yet unrealistic time frames often leads to discouragement and abandoning of a great vision. All of you will have opportunity to exercise your leadership skills. Twenty years after independence there are huge opportunities for business here in Slovenia, all-be-it some convoluted legal processes, presently impeding business devolvement, which need to be cleared a little (and I am positive that they will). Vision is a major tool in your leadership “kit” which leaders need to use to guide and direct their organizations. Apart from the Holy Scriptures two books have been significant and I consider still very relevant in thinking regarding leadership through vision. Firstly in the 1990’s Chris Argyris wrote on “organizational learning.” In this book Argyris speaks about the need to develop “double-loop learning.” When we look at a situation or a process we tend naturally to view the actions which produced the result. Argyris gives us a number of areas where we need to question the assumptions or governing values which lead to the actions being selected in the first instance. If we remove the layers of protection and allow questioning of the governing values we transition to a leaning organization. A commitment to “learning” will allow us to think differently and at times without restriction and visioning will itself take on a new look. A second important thinker is Edgar Shein’s contribution regarding organizational culture. Vision is going to bring change, it is necessarily going to bring a cultural change to your organization or team, because the ways of success yesterday will probably not be enough tomorrow. Convincing people of the dangers of continuing in certain actions is “unfreezing” the culture and lays the platform for leaders to successfully cast vision. A successful vision casting strategy and implementation of behaviors begins to “refreeze” the new culture.




In conclusion I encourage you in your vision strategy focus on the user, other things will follow. A focus on the user will guide innovations and technological developments. Moreover it is most often best to do one thing and do that one thing better than anyone else. Starbucks are one company among millions selling coffee, a product that has been sold for centuries, except they do it better than most (certainly anyone on that scale). As you begin to dream, be aware that a vision without action is still just a dream. Leaders must watch over a vision which is acted upon with passion and commitment, a passion and determination which recognizes no other options but success. Finally don’t compromise your values for short term gain, temptations will be regular and many, but leaders are building tomorrow. Wishing every success as you begin to dream and think outside the box.




APPLICATION

Establishing a Resource Led Vision

Learn to dream, what do I do I most enjoy doing, what would I like to do, what needs to be done? 1. What are your skills? 2. What are your resources?

3. Demographics - what is your situation and unique skills and resources that are available to you?

1. What do you desire to do? 2. What are you passionate about? 3. Demographics – what are the unique opportunities? 1. What does your conscience tell you must do? 2. What is it that you feel guilty about not doing? 3. Why does your organization exist, what is your calling?

Establishing a Solution Led Strategy 1. What do you see at the great problem confronting you on a daily basis? 2. What needs to be done to resolve the stress of the present situation? 3. What is the best plan to resolve this problem? 4. What action must I take to see this fulfilled? 5. What will be the result if we achieve this plan?

What is my plan to cast my vision

1. How to I articulate my vision, narrow your purpose down to 1-2 sentences “our purpose is to…

2. Who is involved in establishing the vision? If only you then only you own the vision, perhaps others need to be involved in establishing the vision in order to own it.

3. What is your plan to sell the vision to key leaders and influencers in your organization? 4. What is your plan to sell the vision to your people? 5. How do you plan to keep your vision in front of people, so they will not forget?

Body

Soul

Spirit




Establishing a Goal Having established your vision you must now establish goals to take you towards that vision. Learn the practice of establishing S.M.A.R.T.E.R Goals:

Specific Measurable Achievable Reviewable Extends ones capacity Rewards




Selected Bibliography Argyris, Chris. 1992. On Organizational Learning, Second Ed. Malden, MA: Blackwell Publishing. Bennis, Warren. 2003. On Becoming a Leader, The Leadership Classic. New York, NY: Basic Books. Burke, H. Dale. 2004. Less Is More Leadership, 8 Secrets to How to Lead & Still Have a Life. ¸

Eugene, Oregon: Harvest House Publishers. Collins, Jim. 2001. Good to Great, Why Some Companies Make the Leap…and Others Don’t. New

York, NY: Harper Business. Covey, Stephen 2004. The 8th Habit, From Effectiveness to Greatness. New York, NY: Simon &

Schuster, Inc. Daft, Richard L. and Dorothy Marcic 2006. Management: The New Workplace 6th Ed. London UK: South

Western, Cenage Learning. Kallestad, Walt. 1982. Wake Up Your Dreams, Proven Strategy To Help You: Discover Your Life

Long Dream, Make Dream Days a Regular Part of Your Life, Avoid Dream Danger Zones, Success by Finding A Dream Partner. Grand Rapids, MI: Zondervan Publishing House.

Peter, Thomas J. and Robert H, Waterman Jr. 1982. In Search of Excellence, Lessons from America’s Best-

Run Companies. New York, NY: Warner Books. Schein, Edgar H. 1992. Organizational Culture and Leadership, 2nd Ed. San Francisco CA: Jossey-Bass. Scobie, Chris J. 2009. Dolgoročno Vodenje. Ljubljana, Slovenija: Horeb Publishers. Stanley, Andy. 1999. Visioneering. Sisters Oregon: Multnomah Publishers. ________ 2007, Making Vision Stick. Grand Rapids, MI: Zondervan. Washinton, James M. ed. 1986. A Testament of Hope, The Essential Writings and Speeches of Martian

Luther King Jr. San Francisco, CA: Harper Collins Publishers. Yukl, Gary. 1989. “Managerial Leadership: A Review of Theory and Research” in Journal of Management

15, 251-289

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