LTT PRJCT

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AMITY GLOBAL BUSINESS SCHOOL

NOIDA (U.P.)

LEADING THROUGH VISION

SUBMITTED TO SUBMITTED BY

MS. CHITRA KRISHNAN NIDHI VERMA

A30101909129

GROUP -19

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Leadership - Vision

" Vision is the art of seeing what is invisible

to others." ~Jonathan Swift

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INDEX

1. EXECUTIVE SUMMARY

2. HOW TO CREATE EFFECTIVE VISION

3. STEPS OF LEADING THROUGH VISION

4. LEADING THROUGH VISION & VALUES SKILLS

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EXECUTIVE SUMMARY

Do you think vision, mission and values have been done to death in your

organisation? Why is this? Probably because they are stale - or the people at thetop do not make them a key part of the day to day organisation and culture.

Maybe your company has not really introduced them. I wonder what you aremissing?

Do you, and everyone in your organisation, know where you want it to be infuture? Where it is heading? How you are going to get there? What about t hose

in your department or function? (The same principles can be applied down andthrough the organisation.) I believe that if there is no vision, there is nodirection. If there is no direction there is no purpose. If there is no direction -

why should people follow you? The role of the boss is to provide this vision,where you are going, and the mission, how you will get there.

The vision is an image of an ideal, desirable future state of the organisation. Itis what the organisation wants to be. It can be a dream and something which

you aspire to well into the future. A good vision will give a sense of directionand yet be vague enough to encourage initiative and can remain relevant asmarket conditions vary. The vision needs to be shared and provides a point to

work from as well as to. One of the most famous "vision statements" was made by J.F. Kennedy - "to put a man on the moon and return him safely to earth,

before the decade (the 1960's) is out." It gave NASA the dream and thedirection. Microsoft see themselves as "putting a computer on every desk and in

every home, running Microsoft software." BA set out to be "the world'sfavourite airline."

The most compelling vision will operate at 3 levels - analytical, emotional and political. It appeals to the head, it captures the heart and it must be shared by the

people.

"Effective visions are beacons and controls when all else is up for grabs." Tom Peters, Thriving on Chaos

"All men dream, but not equally. Those who dream at night in the dusty recesses

of their minds awake to find that it was vanity. But the dreamers of the day aredangerous men, they may act out their dreams with open eyes to make it

possible." T.E. Lawrence (Lawrence of Arabia)

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Leadership

Leadership is the capacity to translate vision into

reality.´ ~Warren Bennis

I believe vision is critical to success. It is as vital as having a

compass in the endless forest. Yet vision alone, like a grand

idea, only goes as far as it is acted upon. Leadership is what it

takes to work towards your vision. Leadership is guidance,

whether in the classroom, in the home, or in the office.

Leadership is motivating and inspiring. It may involve being

a mentor or role model. It may involve talking, or justlistening. With my strong foundation of education and

experience, I plan to make my vision for education become a

reality.

Leading Through Vision

Leaders dare to think differently and not be afraid to inspire

others.

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HOW TO CREATE AN EFFECTIVE VISION

y Emotional as opposed to rational

y Clear intention and attainable

y Guides decision-making

y Directs the change effort

Communicate the Vision

y Leaders set an example

y Various vehicles to communicate new vision

Empower Others to Act On the Vision

y Eliminate obstacles to change

y Change structures that undermine the vision

y Encourage risk-taking activities

Plan for and Create Short-term Wins

y Plan for tangible goals

y Establish goals and create improvements

y Reward employee involvement

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To create an effective vision statement, especially for an established

organisation, requires you to make it a leap forward from where you are and tohave a medium or long-term perspective. There is no "right" way to create your vision. It could be a couple of people sitting around over a drink (which may

help the creativity and reduce inhibitions!) or a facilitated team session.

Although they may be short (eg. Canon's vision, to beat Xerox), they need to beeasily communicated and owned by the top manageme nt. This does not mean

that they are the result of casual thinking. Good visions will be the result of serious thought and checking through some key criteria. We have often found

that when challenging organisations about their visions, they have not checke dthem sufficiently against these and just view them as a marketing statement.

The vision has to be a lot more than this.

When you have a clear vision, you can check that everything in the firm is

geared towards delivering this. "To be our industry's supplier of choice, giving

great value." This could be a sample of a vision statement, without debatingwhere it is flawed! (It could be shortened.) It does also mean that you have to

ensure your front-line service from receptionists etc is top-notch as well as your administration, purchasing and finance departments. It is not only the front -line

people in the organisations who have to deliver against this!

To show how you are going to make the vision a reality, you need to have amission statement which fundamentally tells how you will work to deliver it.How will we build the dream? A good way to create a mission statement is to

involve a team to brainstorm ideas - and then leave the final drafting to only oneor two to do. There are many models for creating mission statements and as

many views about how long they should be and what they contain. We prefer

them to be clear and to the point. A simple approach is to answer threequestions, keeping the vision in mind and also think of it from a client's

perspective:

W hat do we do?

How do we do it?

For whom do we do it?

What do we do? This question should not be answered in terms of what isactually delivered to customers. Think about the real and/or psychological needs

that are fulfilled when customers buy your services. Customers make purchasedecisions for many reasons, including economical, logistical, and emotionalfactors.

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H ow do we do it? This question captures the more technical elements of the

business. Your answer should encompass the physical product or service andhow it is sold and delivered to customers, and it should fit with the need that thecustomer fulfils with the purchase. If you are defining the first question as

"peace of mind", "business improvement", "professional support", "freedom

from worry" or whatever - think about whether the way you currently operateand deal with customers and whether it delivers what you offer.

For whom do we do it? The answer to this question is also vital, as it will help

you focus your marketing efforts. Remember, not everyone is a potentialcustomer, as customers will almost always have both demographic andgeographic limitations.

Brainstorm these questions and develop lists of the ideas which are generated.

Then consolidate the common themes and hand them to your "scribes". Their

task is to create a simple statement about what you do: "Our mission is providing our existing and new customers with expert, timely advice, support

and great client service. W e will do this through the expertise and enthusiasm of our people." This could arguably be shortened but it still needs to contain the

what, how and who for elements.

The final part is to ensure that you have the right foundations to build upon -your corporate values. Values are statements that guide how the organisation

will behave in pursuit of its vision. In the corporate world, many organisations

have developed their own values li sts - and these can be found in receptionareas, on office walls, websites and in company literature. This, in itself, is agood start. However, they have to become a lot more than just words on paper

or screens. They need to become the underpinning "way of being" within theorganisation. Rather than a list of words, which tend to be generalisations and

highly subjective, they need to be clearly described in behavioural terms.

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STEPS OF LEADING THROUGH

VISION

y Identify the areas in which to "set" them

y Define the specific behaviours that will apply for each

value

y Set standards related to these behaviours

y "Walk the talk" as the management team - become the

role-models

y Publicise them widely

y Revisit and refine regularly

y Provide feedback on how well they are being followed

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Leading Through Vision and Values Skills

Definition

Keeping CARE¶s vision, mission and values at the forefront of decision -making and action; passionately advancing CARE¶s strategies.

Skills and Behaviours

Communicates the importance of the vision, mission and values:

y Helps others understand CARE¶s vision, mission and values, their

importance, and the linkages between individual's work and the

strategic priorities.

Moves others to action:

y Translates the vision, mission and values into day -to-day activities

and behaviors.

y Guides, inspires, and motivates others to take actions that support the

vision and values.

Models the vision, mission and values:

y Takes actions, makes decisions, provides direction, and shapes team or

group priorities to reflect CARE¶s vision, mission and values.

Rewards living the vision, mission and values:

y Recognizes and rewards staff whose actions support CARE¶s vision,

mission and values.

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Ways to Demonstrate this

Skill

Development Activities

§ Refer to CARE¶s vision,

mission, and values when you

talk about initiatives, problems,and priorities. Incorporate them

into the way you communicaterecommendations for action.

§ Help individuals see howtheir work supports the

organization¶s vision, mission,

values, and objectives.

§ As appropriate, helpindividuals understand CARE¶s

vision, values, and mission.Make sure anyone reporting to

you understands them, and cantalk about them to others.

§ Identify how your work relates

to the vision and values, and

explain it to a colleague. Ask themhow their work relates. After you

have practiced, have the samediscussion with your manager.

§ Whenever you discuss work initiatives or problems, discuss

how they relate to the mission,vision and values. Do this in group

meetings as well as individualconversations.

§ Think about whether your actions are consistent with your message about the mission, visionand values. For example, do you

ask others to link their work to the

vision, but continue to focus your attention on old priorities?

§ When you advocate a

course of action, expressyour recommendations in

terms of the mission, visionand values.

§ When you assign work toothers, relate the assignment

to the mission, vision andvalues.

§ Recognize and reward

your staff members whenthey do things that supportthe mission, vision andvalues.

§ Use the vision, mission and

values to communicate the reasonsfor making work assignments andestablishing priorities.

§ Pay attention to others¶ actions,

and speak up to acknowledge themwhen they do something to support the

mission, vision and values. Developways to reward and recognize your subordinates when they do this.

§ Use CARE¶s mission,vision and values to shape your

own work and set your

§ Learn the mission, vision andvalues well enough to relate them to

your work and any programs you are

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priorities.

· Consider them in deciding

what to do on a long, intermediate

and short-range basis.

· Communicate your decisionsand priorities to others by explaining

them in terms of the mission, visionand values.

· When you must makedifficult decisions, use the mission,

vision and values to help you decide.If priorities seem unclear seek tohave them clarified by your

manager.

involved in. Develop a habit of

discussing them with your manager, peers and subordinates.

§ Each time you make a decision or

assign a priority, first explain it to

yourself in terms of the mission,vision and values. Then use this

language to communicate your decisions to others.

§ If priorities seem unclear, express

your dilemma in terms of the

mission, etc. and seek to have themclarified by your manager.

Leading Through Vision and Values: Communicates

the importance of the vision and values

An organization¶s vision and values are meaningless if people don¶t understand

and accept them. Before committing to new behaviors, associates must acceptthe importance of the values to the organization¶s and their personal success. To

promote this level of understanding and commitment, leaders must be able tocommunicate the vision and values powerfully and passionately.

1. Show why the values are important.Associates who understand how their organization¶s values contribute to their

and the organization¶s success are more likely to be motivated by the values.For example, associates are more likely to commit to the value of developingorganizational talent if they realize that keeping people¶s skills up to date will

benefit their own careers and give the organization a significant advantage over competitors.

a) Link the values to strategic objectives.Explain the significance of the values by linking them to your organization¶s

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strategic objectives. These objectives should include the vision and critical

success factors-issues that affect an organization¶s ability to compete in themarketplace. Whereas the vision gives a broad-brush view of the desired future,critical success factors focus on a few key areas that are important to achieving

the vision and giving the organization a competitive advantage.

b) Link the values to individual aspirations. Not only do organizations have goals and objectives, but each associat e has

unique aspirations and interests. For associates to commit to the organization¶svalues and principles, they need to see how the vision and values will helpsupport their beliefs and realize their personal aspirations. For example, if

associates value honesty in their own actions, they will find it easy to commit tothe value of integrity and will be honest with customers and coworkers. Also,

associates who value self-improvement will easily commit to the value of

continuous learning and welcome training opportunities.

Associates must feel that the organization¶s vision and values resonate ³withtheir own deepest feelings about what is right and worth doing´ (Nanus, 1992).

To gain this level of commitment, encourage associates to make their personalaspirations and beliefs specific. Then show the link to the organization¶s vision

and values.

2. Communicate powerfully.

What would have been Abraham Lincoln¶s legacy without the GettysburgAddress? Dr. Martin Luther King Jr.¶s without his ³I Have a Dream´ speech?

What made these talks memorable? The power of their communication.

Powerful communication enhances associates¶ appreciation of and commitment

to the vision and values of their organization. Your words and communicationstyle should help associates understand the meaning and importance of thevision and values. Use the following guidelines to boost the power and impact

of your written and oral communications.

a) Speak in a language associates understand.

When talking about the vision and values, use simple language and terminology

that you can tailor to associates¶ experiences. For example, if you¶re explainingthe importance of customer service to the information systems department, use a phrase like ³customer interface.´ However, ³quality delivery´ might ring truer

with the shipping department. In addition, vary your descriptions of the visionand values to suit certain educat ional levels or geographic locations

b) Say it and say it again.

Communicating the vision and values is an ongoing process, not a one -time

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event. Discussing the vision and values frequently with associates helps guide

their daily actions and decisions. It also sends a consistent message: The visionand values are a way of work life, not just fads or clichés.

c) Use a variety of communications media.

There are many ways to communicate and explain the vision an d values.

d) Provide examples of living the values.Slogans and symbols can be extremely effective ways of enhancing employees¶

understanding of the vision and values. A major auto manufacturer¶s popular slogan became a powerful rallying cry that focused on the commitment and

efforts of its employees. Since the slogan¶s debut, several of the manufacturer¶scars have been the best-selling cars in their class.

But by themselves, slogans and symbols can become empty promises that leave

employees skeptical. Leaders must back up slogans and symbols with actions.

One way is to recognize how the values are coming alive in the organization.

Instead of long essays in newsletters or posters praising the virtues of teamwork, publish stories and pictures showcasing tea ms¶ successes. Show how

living the values improved their bottom-line results.Instead of giving everyone in the organization mugs and pins advertising the

vision and values, make these items available to people who want to recognize acoworker¶s efforts. The message thus changes from a gimmicky new program to

an ongoing process that rewards living the values.

Instead of developing communications with a group of media experts, involveemployees. For example, an employee group could write and produce your

company¶s newsletter.Instead of filing customer compliments, publicize them. Help associates seehow acting consistently with the values can enhance custom er satisfaction.

Instead of recognizing associates with the usual ³Employee of the Month´awards, name awards after the values and present them to people who

exemplified them.

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