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Leaders and the importance of vision. “It’s not what a vision is, but what a vision does.” Robert Fritz ( Path of Least Resistance ). Prepared for KTU students Randy Richards, St. Ambrose University. Three views of leaders on Visioning. Warren Bennis and Burt Nanus

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leaders and the importance of vision

Leaders and the importance of vision

“It’s not what a vision is, but what a vision does.” Robert Fritz (Path of Least Resistance)

Prepared for KTU students

Randy Richards, St. Ambrose University

slide2

Three views of leaders on Visioning

  • Warren Bennis and Burt Nanus
  • James Kouzes and Barry Posner
  • Peter Senge
slide3

Warren Bennis and Burt Nanus

  • Leaders: The Strategies for Taking Charge
    • Attention Through Vision
    • Meaning Through Communication
    • Trust Through Positioning
    • Deployment of self
slide4

Attention Through Vision

  • A bridge to the future that is
    • Desirable, realistic, credible, attractive
  • Common enterprise
    • Why are we here?
    • What are we doing?
    • What difference do we make?
  • A guide to distinguish good from bad, important from trivial
  • Taps into emotional and spiritual energies
slide5

James Kouzes and Barry Posner

  • The Leadership Challenge
    • Challenge the Process
    • Inspire a Shared Vision
    • Enable Others to Act
    • Model the Way
    • Encourage the Heart
slide6

Inspire a Shared Vision

  • The Four Attributes of Vision
    • Future Orientation: Looking ahead
      • Destinations at least 3 to 5 years ahead
      • Desired by followers
    • Image: See the future
      • Visualize the end result
      • Images in our minds
      • Make these concrete
    • Ideal: A sense of possible, not the probable
      • Standards of excellence, expressions of optimism
      • Worth striving for
    • Uniqueness: Pride in being different
      • Differentiate us from others, make us distinctive
slide7

Peter Senge

  • The Fifth Discipline
    • Systems Thinking
    • Personal Mastery
    • Mental Models
    • Building a Shared Vision
    • Team Learning
  • Growing a learning organization
  • Special emphasis on “Shared”
  • Need for each to have a personal vision first
  • Ongoing conversational process
slide8

Building a Shared Vision

  • “It’s not what a vision is, but what a vision does.” Robert Fritz (Path of Least Resistance)
    • Moves us from current reality to an inspired future
    • Focuses our attention on mission, purpose and values
    • Uplifts peoples’ aspirations
    • Unites us in a common identity
    • Stimulates courage and innovation
slide9

Attitudes Toward A Vision

  • Apathy
    • Is it five o’clock yet?
  • Non-compliance
    • This sucks, you can’t make me do it.
  • Grudging compliance
    • This sucks, what’s the least I can do?
  • Formal compliance
    • Reporting for duty, sir. What do you want me to do?
  • Genuine compliance
    • Reporting for duty, ma’m, What can I do for you?
  • Enrollment
    • Let’s do it. How can we fit it in to what we do now?
  • Commitment
    • Let’s do it. What needs changed to make this a reality?
slide10

Vision, mission, purpose, value

  • A vision answers
    • What will success look like?
    • The pursuit of this image motivates peopleto work together.
  • A vision statement should be
    • Realistic and credible
    • Well articulated
    • Appropriate
    • Ambitious
    • Responsive to change.
  • Mission statement answers
    • Why does our organization exist?
    • What business are we in?
    • What values will guide us?