Copyright © 2011 Pearson Education

Module Module 22

A Balance between values and numbers

John Welch point view of leaders:- One who delivers on commitments –financial or

otherwise and shares the values of our company: His/her future is an easy call

- One who does not meet commitments and does not share values. Not exist

- One who misses commitments but shares the values, he or she usually gets a second chance

- The fourth is the most difficult type: leader delivers on commitments, makes all the numbers , but doesn't share the values we must have.

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From Bogged Down to Fired up: Inspiring organizational change:

How do org change?

How do managers create a state of org-readiness for change?

Pressure to change happen when no longer the org respond to new competitive or environmental conditions, or when dissatisfaction with the status quo.

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Findings:

- Org leaders don’t change orgs

- They oversee and orchestrate a process in which line managers up and down the org attempt to change their own operating units

- Middle managers implement change

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- The Vision Thing

- What is a good vision?

- How do effective visions get created?

- What do successful visionary leaders do?

- How can those without formal authority influence conceptualizing of an org vision?

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- The Vision Thing

- What is a good vision?

Is an attempt to articulate what a desired future for a company would look like

Linked to an org dream

Stretches imagination and motivates people

- Guide behavior

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- A good vision:

• Clear, Concise, easily understandable

• Memorable

• Exciting and inspiring

• Challenging

• Excellence centered

• Stable but flexible

• Implementable and tangible

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- A good vision: Use of slogan to symbolize and embody a vision of creativity and innovation, examples:

• We can do anything

• We can do it

• You will never regret

• Blue do we can do

Slogan becomes a vehicle for communicating a new vision.

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- A good vision guiding the company’s actions:

Example: Johnson & Johnson and Tylenol poisoning dilemma. The company did the right thing as guided by its vision statement:

- Customer orientation: service, quality, delivery

- Employee focus: equality, diversity, respect

- Organizational competencies

- Standards of excellence

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- How do effective visions get created?

1- CEO/leader developed:

2- CEO/ senior team developed

3- bottom-up vision developed

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- How do effective visions get created?

1- CEO/leader developed: Jack Welch (GE) Steve Jobs (Apple”. Visionary leaders

“To make a contribution to the world by making tools for the mind that advance humankind”

“To make GE the world’s most competitive enterprise”

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- How do effective visions get created?

1- CEO/leader developed: Jack Welch (GE) Steve Jobs (Apple”. Visionary leaders

- Searches for ideas, concepts,

- Articulates a vision into strategic direction and cultural values

- Motivates employees to believe and show commitment by setting role modeling

- Makes contact with employees at all levels to get feedback and concern.

- Acts in a warm, supportive, positive reinforcement

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- How do effective visions get created?

1- CEO/leader developed: Jack Welch (GE) Steve Jobs (Apple”. Visionary leaders

- Translates the vision by continually relating the vision to individual cares, concerns and work.

- Concentrates on strengths to ensure success

- Remains at the center of action

- Always looking for ways to improve by observing the inside and outside of the company

- Measures the ultimate success in terms of its ability to fulfill the vision.

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- How do effective visions get created?

2- CEO/ senior team developed

This collaborative vision process made through informal gathering of thoughts and testing for reaction. Ideas and concepts developed through the team to agree on the final vision.

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- How do effective visions get created?

3- bottom-up vision developed

Middle managers can write an article of what they think would be a desired future of their company. Middle managers are the implementer of the change, so the advantages of this way is to guarantee the commitment to the new vision by the implementers.

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- The Vision thing (B)

The mission statement is the focus of management to achieve the vision.

Addresses question: “What business are we in?”

The mission is a written expression of how the company will reflect the founder’s values, beliefs, and vision – more than just

“making money.” Serves as a “strategic compass.”

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