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Becoming A Visionary Leader

Becoming A Visionary Leader. THEMES. Buy-in Canoe Theory Built To Last/Good To Great Learning Organization Leadership Challenge. Canoe Theory. CANOE THEORY. Think of your organization as a long canoe. The canoe has a destination. Everyone in the canoe has a seat and a paddle.

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Becoming A Visionary Leader

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  1. Becoming A Visionary Leader

  2. THEMES • Buy-in • Canoe Theory • Built To Last/Good To Great • Learning Organization • Leadership Challenge

  3. Canoe Theory

  4. CANOE THEORY • Think of your organization as a long canoe. • The canoe has a destination. • Everyone in the canoe has a seat and a paddle. • Everyone is expected to use their paddle. • Those who won’t paddle have to get out of the canoe. • Those who prevent others from paddling have to re-adjust or get out of the canoe. • The canoe theory understands crisis. • The canoe theory says you have the right to be happy.

  5. BUILT TO LAST Preserve the Core Stimulate Progress

  6. PRESERVE THE CORE • CORE IDEOLOGY • VALUES

  7. BUILT TO LAST(Collins, 1994) • BIG HAIRY AUDACIOUS GOALS (BHAGs) • CULT-LIKE CULTURE • TRY A LOT OF STUFF AND KEEP WHAT WORKS • HOME-GROWN MANAGEMENT • GOOD ENOUGH NEVER IS

  8. Vision Exercise

  9. GOOD TO GREAT(Collins, 2001) The Flywheel Concept: • Level 5 Leadership • First Who..Then What • Confront the Brutal Facts • The Hedgehog Concept • Culture of Discipline • Technology Accelerators

  10. Core Ingredients of Learning Organizations • Mental Models – everyone sets aside old ways of thinking. • Personal Mastery - everyone becomes self-aware and open to others. • Systems Thinking – everyone learns how the whole organization works. • Shared Vision – everyone understands and agrees to a plan of action. • Team Learning – everyone works together to accomplish the plan.

  11. The Bananas

  12. Bananas in the Organization Exercise • We tried that and it didn’t work. • We don’t do it that way here. • Mary is the only one who can do that so…..

  13. Five Practices of Leadership (Kouzes and Posner, 1987) • Model the Way • Inspire a Shared Vision • Challenge the Process • Enable Others to Act • Encourage the Heart

  14. Model the Way • Guiding Principles • Values • Find Your Own Voice • Open-up Your Heart

  15. Inspire a Shared Vision • See What ‘Can Be’ • Have Passion • Enlist Others • Know Your People • Cannot command commitment only inspire it

  16. Challenge the Process • Be a ‘Pioneer’ • Be willing to step into the unknown • Be an ‘Early Adopter’ • Be a ‘Learner’

  17. Enable Others to Act • Build Trust • Acid Test: ‘We’ versus ‘I’ • Share Power • Teamwork • Mentor

  18. Encourage the Heart • Celebrate Achievements • Rally ‘heart’ and ‘minds’? • Create a Spirit of Community • Caught ‘ya’s

  19. Parable of the Bamboo It takes patience and discipline to develop and empower people; in fact, it’s like growing bamboo. Once the seed is planted, you must water it daily for four years before the tree breaks ground – then it grows 60 feet in 90 days! Executives who nurture people can get similar results…How, you ask, can such rapid growth be possible? It results from the miles of roots that develop in those first four years. Preparing people to perform is the task of leadership.

  20. Next Step?

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