Transcript Slide 1

Leading Through Vision,
Direction & Purpose
Leadership B718
Class Facilitation
Britt Baulch
Jodie Noble
Lauren Yaksich
Leadership Equation
L = f {l1, l2, gm, sE,e}
traits
behaviour
group members
situation
vision
Finding the Right Vision
What a vision is?
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future mental model
time appropriate
clarify purpose & direction
idealistic
standards reflect purpose & high ideals
inspire enthusiasm & commitment
uniqueness
ambitions
well articulated & easily understood
Finding the Right Vision
"There will be a personal computer on every
desk running Microsoft software.”
© 2010 Microsoft Corporation
Finding the Right Vision
What a vision is not?
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a prophecy
a mission
factual
true or false
static
constraint on actions, except those inconsistent
with the vision
• confusing & ambiguous
• complex
• difficult for your employees & customers to understand
and retain
Finding the Right Vision
“Our vision serves as the framework for our Roadmap and
guides every aspect of our business by describing what we
need to accomplish in order to continue achieving sustainable,
quality growth.
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People: Be a great place to work where people are inspired to be the best they can be.
Portfolio: Bring to the world a portfolio of quality beverage brands that anticipate and satisfy
people's desires and needs.
Partners: Nurture a winning network of customers and suppliers, together we create mutual,
enduring value.
Planet: Be a responsible citizen that makes a difference by helping build and support
sustainable communities.
Profit: Maximize long-term return to shareowners while being mindful of our overall
responsibilities.
Productivity: Be a highly effective, lean and fast-moving organization.”
The Coca Cola Company © 2006 - 2009
goal setting
Five P’s for Strategy
• Plan
– establish direction
• Ploy
– outwit/compete
• Pattern (Deliberate & Emergent)
– actions
• Position
– organization’s context
• Perspective
– a way of seeing the world
Five P’s for Strategy
Perspective  Plan/Ploy  Position  Patterns
strategy
Theories of Visioning & Goal Setting
Why set goals?
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provide excitement, motivation, energy & enthusiasm
to establish directions and keep you on track
ensure success
create self-confidence
“If you think you can, or you think you can’t, you are right”
Henry Ford
• increase opportunities
Theories of Visioning & Goal Setting
S = Specific
I will lower my current golf handicap by two points.
T = Time Determined
I will follow my plan for six months.
E = Ensures Success
I have the energy and am willing to invest the effort to achieve this goal. I am a good golfer with
great potential. With dedication I am capable of achieving this goal.
A = Action Oriented
I will accomplish this goal by practicing 20 hours each week and playing a minimum 100 rounds of
golf in the next six months. During practice I will spend 75% of my time on my short game.
M = Measurable
I will know I have accomplished my goal when my computerized golf handicap printout is a three.
key behaviours
Striving for a More Satisfying
Personal Life
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develop a statement of purpose
change it up
put importance on your partner
keep fit… physically & mentally
$$$
The Holiday
The Effective Leader Makes Every
Minute Count
• develop goals for critical success areas
• sets weekly priorities
• identify areas of your job with the greatest payoff (80/20
rule)
• do the most important thing first
• concentrate on a few things at a time
• delegate
• don’t waste energy worrying
• get off to an early start
the whole package
Good to Great
First Who… Then What
Level 5+
Management Team
A “Genius with a
Thousand Helpers”
Level 5 Leader
Level 4 Leader
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First WHO
First WHAT
get the right people on the bus
where should I drive the bus?
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Then WHAT
Then WHO
address this once you have the
right people in place
enlist a crew of highly capable ‘helpers’
Good to Great
Confront the Brutal Facts (Yet Never Lose Faith)
Kroger, A&P, and the Market
(Cumulative Value of $1 Invested 1973 – 1998)
200
$198.47
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100
Kroger
General Market
A&P
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$19.86
$2.47
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1973
1978
1983
1988
1993
1998
Good to Great
Confront the Brutal Facts
(Yet Never Lose Faith)
The Stockdale Paradox
‘retain faith that you will prevail in the end,
regardless of the difficulties
AND at the same time
confront the most brutal facts of your current
reality, whatever they might be.’
Good to Great
The Hedgehog Concept
(Simplicity within the Three Circles)
innovation &
customer service 
passion
hedgehog
concept
best in the
economic
world
engine
innovative 
super-combo stores
per local
 population
Leadership Equation
L = f {l1, l2, gm, sE,e}
traits
behaviour
group members
situation
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vision & goal setting
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stockdale paradox
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hedgehog concept
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thank-you
References
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Collins, J. (2001). Good to Great. New York, NY: HarperCollins Publishers Inc.
Copyright © 2001
Manske, Jr. F.A. (1999). Secrets of Effective Leadership: A Practical Guide to Success. Columbia, TN: Leadership, Education and
Development, Inc.
Copyright © 1999
Mintzberg, H. (1987). The Strategy Concept I: Five P’s for Success. California Management Review, 30(1).
Copyright © 1987
Mintzberg, H. (1987). The Strategy Concept II: Another Look at Why Organizations Need Strategy. California Management
Review, 30(1).
Copyright © 1987
Nanus, B.(1992). Where Tomorrow Begins: Finding the Right Vision. In Visionary Leadership. California: Jossey-Bass.
Copyright © 2003
Theories of Visioning and Goal Setting. Copyright © Unsourceable
ChangeFactory® (2005-2008). Components of a Good Vision Statement. Retrieved January 14, 2010, from
http://www.changefactory.com.au/articles/article_199.shtml
The Coca Cola Company (2006-2009). Mission, Vision & Values. Retrieved January 14, 2010, from http://www.thecocacolacompany.com/ourcompany/mission_vision_values.html
Meyers, N. (Director). Block, B.A. (Producer). (2006). The Holiday [Motion picture]. USA: Columbia Pictures Corporation.