Monday, 30 December 2019

CHANGE SERIES - VISION IS VANITY MISSION IS COMMUNITY

VISION IS VANITY MISSION IS COMMUNITY

This is part of a series of blogs, posts and articles on managing change. Please feel free to comment, add feedback or perhaps share your own experiences, recommended reading or favourite resources from the internet.

If you want to meet to discuss any of the elements mentioned here please don’t hesitate to get in touch. Tim Mob 447797762051

KEY THOUGHTS

By definition the vision-led organization is vulnerable to a poor choice of leader or to a leader who holds a contrasting vision to his or her predecessor. A leader going in a different direction without having built the necessary capability can be more damaging than a leader without a vision.

Vision: an image of our desired future Values: how we expect to travel to where we want to go Purpose or mission: what the organization is here to do Goals: milestones we expect to reach before too long.

As leaders sometimes our eyes are bigger than our stomachs, we take on a multitude of initiatives instead of asking: what are those few initiatives that are going to make the biggest difference?

For us customer delight is the first value. The second value is integrity and respect. And the third value is team together/ team apart. The fourth one is, to create the best place to work and grow. And the fifth one is, count on me.

Alignment refers to the structures, systems, processes, and protocols necessary to position the organization to realize its strategy, objectives, and desired outcomes.

Astoundingly, C-suite executives report that only one out of five executives hired from outside are viewed as high performers at the end of their first year in-house. And ultimately, of the 40 percent of leaders who are hired from outside each year, nearly half fail within the first 18 months. CEB studied more than 320 leaders in 36 organizations and found that external leaders fail because they just don’t work well with the people on their teams.

the corporate functions were making more of the calls than they should. You really need the operators to be running the business and corporate support functions are not there to impose their political will. So, I had to go about unwinding that structure, creating proper business units with the right level of authority and accountability. I clearly was not popular with the corporate functions because they were losing power as a lot of people had to go; there was a fair amount of change and ultimately we got the business structure to run and back into a more reasonable role.

So if alignment is the logic and structure to execute strategy, then engagement is the desire, willingness, motivation (or demotivation) to make the structures and processes work.

Alignment provides a two fold advantage: the reduction of complexity and greater clarity by clearly displaying the links between initiatives. The value proposition is clear. From then on, interrogation focuses more on detail.

REFERENCE

The Success Formula: How Smart Leaders Deliver Outstanding Value
By Andrew Kakabadse Start reading it for free: http://amzn.eu/hcYNAjQ

GET IN CONTACT

If you to discuss these ideas or anything related to managing change please get in touch.

Tim HJ Rogers
Senior Consultant / Project Manager
Mob 447797762051  Skype timhjrogers Twitter @timhjrogers

Adapt Consulting Company - Consult, CoCreate, Deliver
Business Analysis – Projects – Processes – Programmes
Website http://www.adaptconsultingcompany.com
Linked-In https://www.linkedin.com/in/timhjrogers/



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