What Are The Three Drivers For Creating A Vision For Your Team?
Bob Moore, CMC, The Effectiveness Coach?
Bob Moore guides business owners through The Nine Step Profit Accelerator Roadmap so they can accelerate their progress to time and financial freedom without overwhelm and burnout.
When I began this series, I referenced the book The Work of Leaders in which the authors state that leaders have three fundamental responsibilities: They craft a vision, they build alignment, and they champion execution.
In this article I will address the three drivers of the first element: Crafting a Vision.
1. Crafting a Vision Through Exploration
In their studies for the book, the authors offer 81,943 people the chance to give their leaders feedback. They discovered almost half of the respondents wished their leader would be more active about finding new opportunities, more focused on improving methods, and do more to rally them to achieve goals. Simply stated, they want their leaders to broaden the scope of the group’s options, to look beyond the here and now.
2. Crafting a Vision Through Boldness
The authors also asked, “What keeps leaders in your organization from being bolder?”
The answers revealed that 52% said people don’t like disruption and change and 30% said that boldness is uncomfortable. Thus, we can conclude that being bold means getting outside our comfort zone.
3. Crafting a Vision Through Testing Assumptions
“Most companies use research like a drunkard uses a lamppost: for support, not illumination.”— David Ogilvy.
Testing assumptions means bridging the difference between determining if the idea is ready for the world or if the world is not ready for the idea. A study conducted by Nobel Prize-winning psychologist Daniel Kahnerman found that, once in love with an idea, people fail to check their assumptions. In his book, Thinking Fast and Slow, Kahnerman goes into great detail about why people are predictably prone to overconfidence when it comes to checking their intuition.
In the next issue I will answer the question, “What Are the Best Practices for Each of the Three Drivers of Crafting a Vision?”
Learn more about the Work of Leaders Process
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About Bob Moore
Bob Moore is a business growth strategist, CEO of Effectiveness, Inc. and for over 35 years has worked with entrepreneurs and C-level executives in fast growing, high tech companies and professional services firms. Bob is one of the highest credentialed authorities in the use of assessments for selection, alignment and engagement of individuals and teams.
Author, Keynote Speaker, Trainer, Coach, Blogger - Your Guide to a Better YOU
9 年"People are simply so busy doing things the same way that they do not feel the need to step back and see some simple new realities" (Scott). In addition, I think it's also the case that some folks glom on to an idea, a vision, a process, etc. and slowly that vision, process or idea morphs into "me." So, rather than "I like/use... a process," or "I have an idea, " or "I favor/relate to... a vision," it becomes "I am that idea," I am that vision," I am that process" in the sense that it really becomes akin to being part of one's identity - who I am. So if you ask me to consider alternatives or even give up that process/idea/vision, you're asking me to give up "me." The result? Resistance. Not a mental, intellectual, or cognitive barrier alone. It's emotional and needs to be dealt with emotionally. Otherwise we have compliance which results in passive-aggressive behavior rather than true and real change, commitment, engagement and buy-in.
We sell GREAT tools for engagement and collaboration, globally. Lost Dutchman's Gold Mine game and the Square Wheels images.
9 年Great Stuff, Bob. I think we can all find parallels of the information to our experiences working with people and performance. My approach anchors to the reality that things operate on Square Wheels, with round wheels already within the wagon. People are simply so busy doing things the same way that they do not feel the need to step back and see some simple new realities. Kahneman's book is great. A concept I took from him was, "What you see is all there is." When it comes to reality and thinking, what you see and your understood "considered alternatives" are the easiest and least biologically costly. You make a simple choice to simply keep rolling. Other people's ideas are rejected because, "Nobody ever washes a rental car." Leaders must simply push people back from the wagon to expand their viewpoints and maybe see some new vision about how things might improve... .