OAA3 Leadership and Legacy Managing Through Vision

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OAA3 Leadership and LegacyManaging Through
Vision

• July 2002

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Vision and Leadership

• Definition The art of mobilizing others to want
  to struggle for shared aspirations
• Kouzes and Posner, The Leadership Challenge
• Leadership hinges on the influence of a shared
  mission and potentially vision
• Mission and vision can substitute, to a degree,
  for formal control mechanisms
• It is the sense of direction that people carry
  around in their minds, it can become part of the
  organizations culture
• If and only if, it is a meaningful vision

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Positioning Vision

• Mission - objective purpose of the organization,
  the ultimate benefit you provide to your clients
  and to society. We make pharmacological agents
  for our customers that help cure disease.
• Tangible vision - a vivid, exciting description
  of the core purpose/mission may include core
  values and beliefs. Can be applied to any unit
  within an organization. The work we do will
  help find a cure for AIDS.
• Strategic intent - a strategic goal beyond the
  organizations immediate capabilities, the
  stretch. We will get four new drugs to trial in
  the next____years.

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Nickelodeon Latin America

• We had found that for kids in Latin American,
  there was nothing on TV except for the same old
  cartoons. Because it was largely a poorer,
  developing region, people thought they could put
  anything on the air, and they did. Nickelodeon
  was good for kids, gender neutral, pro-social and
  gave kids a voice. We were a great brand with a
  lot of potential. Plus, the channel was really
  in sync with the culture, so I thought wed have
  a high likelihood for success. We could become
  the preeminent kids channel in Latin America.
  (p. 2)

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• Our mission is to connect with kids and connect
  kids with their world through entertainment. Our
  brand represents a lifestyle, an attitude, an
  organizing idea. If youre any kid in
  America,..they assign a personality to
  Nickelodeon. They know what we would do in any
  situation. They think were funny. They think
  were messy. They think were cool. They think
  we understand them.

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Tangible Vision
Company Vision
Unit Vision
Personal Vision of Leadership
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Personal Vision

• Why in the world would someone want to come and
  work for you, in your department, division or on
  your team? (The employee value proposition)
• What do you care about? What kind of a leader do
  you want to be?
• Really????
• Why should anybody else care???????

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Anchoring Vision
When thinking of a vision, we often tend to
ignore the current state
Current State
Future State
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Creative Tension
The Pull Back the drama, protagonist versus
antagonist, the challenge to be overcome
Current State
Future State
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Leadership Styles - Goleman

• Authoritative mobilizing people toward a vision
• Coercive demanding compliance
• Affiliative putting people first
• Democratic seeking the input of others
• Pacesetting setting very high standards
• Coaching developing others