Leadership Vision Click to here the sound

1. Leadership Vision Click to here the sound Reavley

2. Leadership Vision Reavley

3. Reavley Winter 2015

4. Vision Our Purpose

5. Dean Conway “…we need Odette students to be able to [act] for the betterment of other people, and communities.”

6. Dean Conway “And, while this will require being able to comfortably wear the mantle of responsibility with the mix of humility and doggedness required to instill confidence in others, business school students have the advantage of knowing it also requires the entrepreneurial leadership capability to recognize market opportunities and the administrative leadership capability to create effective structures and processes for getting the job done.”

7. What are the key components of this vision? • Write some out

8. Personal Leadership Vision • Focusing on my future but enacting my vision daily in every act that I pursue with transparency and integrity

9. What is your purpose

10. What is your purpose? • passions; the things that you love to do, or would do simply for the pleasure they bring you. Being happy in life makes you feel like you belong on this planet! http://www.wikihow.com/Find-Your-Life%27s-Purpose

11. What is your purpose? Actions- who do you admire? Make a list, review it and find some common hbehaviour patterns. These are the qualities youadmire and they are what you are passionate about. They speak to you because they are a part of your path. Adopt these admiration's of others as a way for you to show up in the world. These are your actions.

12. Your Purpose – Your Genius • Make a list of the things you do naturally without even thinking about it. Such natural talents may be: an eye for detail, a great sense of humor, a nurturing side, the ability to focus intently, or being playful. Genius comes easily and profoundly, without needing to expend a lot of energy.

13. Care and feeding of Purpose • Make a point of feeding you passions, taking deliberate actions and using your genius daily • We need your uniqueness! • And…..

14. Fear not!

19. Personal Vision

20. https://www.youtube.com/watch?v=mE-zyRybgYQ

21. Leadership Vision • focuses your attention and your energy. • far more than “what you want to be when you grow up”. It is a driving force. • future picture of you that you are passionate about. It is a compelling portrait. • gives you motivation and direction. • driving force that gives meaning to everything you do

22. Leadership Vision • Ignites and sets your purpose into motion

23. Personal Leadership vision • It helps you choose what to do and what not to do. It is elevating. • It is inspirational and aspirational • It is future-oriented. • It is all of this and it is also, very importantly, achievable.

24. What is a leadership vision? • A statement of the impact you will have on the world. In sharing your leadership vision and living according to that vision, you will inspire others.

25. Assignment2 • Leadership Vision Exercise: Thank you cards • Look at the workbook

26. Creating your vision – get comfortable and close your eyes • Picture yourself 15 to 20 years from now in your dream job. You have great friends and family. There are several thank you cards on your desk, each marked personal and confidential. You are excited and intrigued. You think to yourself, “What have I done to deserve this?”

27. Creating your vision – get comfortable and close your eyes • You recognize the handwriting on each card. They are from people that you really care about. Their opinions matter to you - deeply. Each card is part of a summary of the person you have become. Each highlights the impact that you have had on the writer.

28. Thank You Card Exercise • What would you want each card to say? What do you want these people to think of you and what you have accomplished? How do you want to have impacted their lives?

29. Briefly write the content of the Thank You card you would want to receive from each of the following people: • A work colleague from same organizational level • A team member or key subordinate • Your boss/key shareholder • Your administrative assistant/secretary • Your partner or spouse • Your child or a child who lives in your neighbourhood • Your best friend • A leader in your community • Someone with whom you have been in conflict • Choose one additional person

30. Ensure that you describe specific behaviours (at least one) and attitudes (at least one) in each card.

31. Process • Write the ten cards carefully and thoughtfully. Fill in the chart provided in the workbook. Remember that this is how you want to be viewed by each of these important people in the future.

32. Process • We’re getting at who you really want to be – at work – at home and in your community. We want to capture your personal approach to achieving a “fundamental state of leadership”.

33. Fundamental State of Leadership

34. Articulating the Vision • Use the “fundamental state of leadership language”. • From the three sample cards in the workbook, that leader could describe themselves as “engaging in appreciative inquiry by respectfully challenging others”; and “showing authentic engagement through her energy and enthusiasm”.

35. Articulating the Vision • Who is reflected in your cards? How do you see yourself achieving that fundamental state of leadership? • How is the purpose of that person described?

36. Underlying Values and FSL Principles Reavley 2012

37. Behaviours • Identify 5 key behaviours that describe the leader depicted in the cards? For example, if we refer back to our three sample thank you cards, we see the following behaviours: • Energy • Planning skills • Preparation • Good listening skills • Builds understanding

38. Attitudes • Identify 5 key attitudes that describe the leader depicted in the cards? For example, if we refer back to our three sample thank you cards, we see the following attitudes: • Enthusiasm • Excitement • Belief in others • Willingness to listen to others • Collaborative

39. Building Your Personal Leadership Vision • You have a sense of the behaviours and attitudes that you want to form the structure of your leadership vision. • You know more about how you can become an authentic leader through the lens of the competing values framework. You are beginning to get a sense of how you will live each of the 8 characteristics of the fundamental state of leadership.

40. Connect the Head and the Heart • Your vision has to “have life”. It has to impact your heart as well as your head. It has to be inspirational and it has to be something that you can be proud of and passionate about. Remember that you are painting a picture of you in the future. You want to be passionate about this.

41. Criteria for an effective vision

42. Criteria of an Effective Vision • Imaginable – Conveysa picture of what the future will look like • Desirable - Appeals to your long-term interests • Feasible - Comprises realistic, attainable goals • Focused - Is clear enough to provide guidance in decision making • Flexible - Is general enough to allow individual initiative and alternative responses in light of changing conditions • Communicable - Is easy to communicate; can be successfully explained within five minutes or less

43. Write vision • This will take time – reflect on what you have learned so far

44. Ingredients • Bring together – values; purpose and character strengths and the results of the Thank you card exercise in a statement that is expresses your unique and authentic leadership vision

45. EXAMPLE: • From other assessments this person has completed, we know she is a “yellow” on the CVF. Her vision should be built on collaboration. • Her CVF results also suggests that she prefers to act in the mentor and facilitator roles.

46. EXAMPLE: • Her Rokeach values results indicate that her top three terminal values are freedom, self respect and, wisdom. • Her top three instrumental values are ambitious, intellectual and responsible.

47. Example – her VIA character strengths

48. First Draft • “I will be authentically engaged. I value growth and will provide the ingredients for the personal growth of others. I will make a positive difference.”

49. Your take • What do you think – is it a good reflection of the inputs? • Does it meet the criteria for an effective vision? • Is it feasible, flexible memorable, communicable, imaginable and desirable?

50. Second Draft • “Be authentically engaged! Growth! Help others grow! Seek challenges and take risks! No Fear! Learn! Leave things better than you found them!” • Better? • Try it yourself now.