Inspire a shared Inspire a shared visionvision

February 18,2008February 18,2008

Module II

Introductory thoughtsIntroductory thoughts

►““Where there is no vision, the people Where there is no vision, the people perish” – Proverbs 29:18 (NIV)perish” – Proverbs 29:18 (NIV)

►““In the last days God says: ‘I will pour In the last days God says: ‘I will pour out my spirit on all people. Yours sons out my spirit on all people. Yours sons and daughters will prophesy, your and daughters will prophesy, your young men will see visions, and your young men will see visions, and your old men will dream dreams” Acts 2:17 old men will dream dreams” Acts 2:17 (NIV)(NIV)

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Introductory thoughtsIntroductory thoughts

““Visions are necessarily hyperbolic, Visions are necessarily hyperbolic, unrealistic, and irresponsible. They unrealistic, and irresponsible. They express goals that have a rainbow express goals that have a rainbow quality.”quality.” (David McArthur Wilson) (David McArthur Wilson)

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A Vision from WithinA Vision from Within

"Discovering the inner voice of the "Discovering the inner voice of the organization helps uncover a vision organization helps uncover a vision filled with resonance."filled with resonance."

(Deep ChangeDeep Change; Robert Quinn; 1996 Jossey-Bass); Robert Quinn; 1996 Jossey-Bass)

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Vision, Empowerment, Vision, Empowerment, and Growthand Growth

"The most enduring way to "The most enduring way to communicate your vision is to live it."communicate your vision is to live it."

From: From: The Tao of Personal LeadershipThe Tao of Personal Leadership; Diane Dreher; 1996 ; Diane Dreher; 1996 HarperBusinessHarperBusiness

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Communicating the Communicating the Change VisionChange Vision

"A verbal picture is worth a thousand "A verbal picture is worth a thousand words."words."From: From: Leading ChangeLeading Change; John Kotter; 1996 Harvard Business ; John Kotter; 1996 Harvard Business School PressSchool Press

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► Use Communication and Conviction Use Communication and Conviction to Keep Followersto Keep Followers "The task of a "The task of a leader is to communicate clearly and leader is to communicate clearly and repeatedly the organization's vision, repeatedly the organization's vision, strategy, goals, and objectives, and to strategy, goals, and objectives, and to communicate its values, mission, communicate its values, mission, purpose, and principles."purpose, and principles."From: From: Leadership A to ZLeadership A to Z; James ; James O'Toole; 1999 Jossey-BassO'Toole; 1999 Jossey-Bass

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►Leaders are possibility thinkers (K&P)Leaders are possibility thinkers (K&P)►Visions communicate what makes us Visions communicate what makes us

singular and unequaled; they set us singular and unequaled; they set us apart from everyone else.apart from everyone else.

►Vision from the leader keeps the Vision from the leader keeps the organization focused.organization focused.

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ElementsElements

InspirationInspiration

+articulation+articulation

+planting+planting

+nurturing+nurturing

=Inspired shared vision=Inspired shared vision

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Starting from selfStarting from self

►Knowing yourselfKnowing yourself►Knowing GodKnowing God►Knowing your contextKnowing your context►Knowing good adviseKnowing good advise

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► Defining and Creating a Personal Defining and Creating a Personal VisionVision "A vision must be consistent "A vision must be consistent with the mission, core objectives, and with the mission, core objectives, and strategy of the company it depicts."strategy of the company it depicts."From: From: Right From the StartRight From the Start; Dan ; Dan Ciampa; 1999 Harvard Business Ciampa; 1999 Harvard Business School PressSchool Press

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Barna – 9 acts of visionary Barna – 9 acts of visionary leadershipleadership

► Understand the conceptUnderstand the concept► Understand the contentUnderstand the content►Own the visionOwn the vision►Make it realMake it real► Pass it aroundPass it around► Sell itSell it► Put it into actionPut it into action► Refine the visionRefine the vision► Reinforce the visionReinforce the vision

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Steps to creating a visionSteps to creating a vision

►Know your constituentsKnow your constituents►Find the common groundFind the common ground►Draft a collective vision statementDraft a collective vision statement►Breathe life into your visionBreathe life into your vision►Speak from the heartSpeak from the heart►Listen first and afterListen first and after►Hang outHang out

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Evaluating a visionEvaluating a vision

►An effective vision attracts An effective vision attracts commitment and energizes peoplecommitment and energizes people

►An effective vision creates meaning for An effective vision creates meaning for followersfollowers

►An effective vision establishes a An effective vision establishes a standard for excellencestandard for excellence

►An effective vision bridges the past An effective vision bridges the past and the futureand the future

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Change and VisionChange and Vision

►The change equationThe change equation is one model I is one model I use - there are different versions of use - there are different versions of this around but I use one I have used this around but I use one I have used for years as a useful way into the for years as a useful way into the barriers and blocks to change. I know barriers and blocks to change. I know it as it as A+B+C>DA+B+C>D for change to take for change to take place. (A= desire for change, B= the place. (A= desire for change, B= the vision of how it could be, C= vision of how it could be, C= knowledge of the steps needed all knowledge of the steps needed all need to be greater than D= status need to be greater than D= status quo, inertia for change to take place) quo, inertia for change to take place)

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Change and VisionChange and Vision

►Another version of the change equation Another version of the change equation (Beckhard & Harris in 'Managing (Beckhard & Harris in 'Managing Complex Change' 1987) Complex Change' 1987) is is f (V, D, S)>Rf (V, D, S)>R Where V=vision of future. D= Dissatisfaction Where V=vision of future. D= Dissatisfaction with present, S=knowing the first steps to with present, S=knowing the first steps to take R=the cost of change. William Bridges take R=the cost of change. William Bridges work (see 'Managing Transitions - making the work (see 'Managing Transitions - making the most of change' 1991 and Managing most of change' 1991 and Managing Organizational Transitions) on the dynamics Organizational Transitions) on the dynamics of of change v transitionchange v transition is also useful. is also useful.

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Charles Handy on Warren Charles Handy on Warren BennisBennis

►http://www.bbc.co.uk/worldservice/learhttp://www.bbc.co.uk/worldservice/learningenglish/work/handy/bennis.shtmlningenglish/work/handy/bennis.shtml

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