Leaders to Leader

Lessons from the Great American Leaders & How They Apply Now

Posts Tagged ‘role model

How Well Are You Communicating Your Vision?

with 2 comments

blogCrystal-Ball

Vision communication can be thought of as expressing an ideal that represents or reflects the organization’s collectively shared values. Numerous studies have shown that leaders who enthusiastically promote and communicate their vision tend to create positive effects on employee performance, attitudes and perceptions.

Specific core components need to be incorporated to effectively communicate one’s vision. These are:

  • Displaying a charismatic, forceful, animated and confident communication style;
  • Taking action to support the implementation of the vision, such as by serving as an exemplary role model;
  • Intellectually stimulating employees and building their confidence while continuously promoting the vision.

A well thought-out vision concisely but openly expresses a leader’s values and energy. In this way, vision content is communicated through imagery that generates a vivid mental picture of possibilities in relationship to existing realities.

When communicating their vision, leaders should focus on detailing its strategic emphasis and response to necessary changes. This includes outlining expectations as to the vision’s degree of control over those changes and its relationship to employees’ self-interests, as well as combining specific needs and values into a unified and collaborative effort.

Describing the Vision in Terms of Mission, Values and Goals

Communicating a vision effectively needs to incorporate components of the leader’s organizational mission, strategy, values and goals. Leaders need to communicate the vision in such a way as to integrate all these elements and place them into a visual framework that works to guide future action. Communicating a vision needs to motivate the setting of specific task-related goals, which in turn affect and alter performance.

It is essential to maintain clarity when communicating visional direction, with goals specifically detailed and explained. As part of this communication process, statements should include imagery that is specifically related to:

  • Performance
  • Achievement and improvement
  • Future time perspectives
  • Assumptions of personal responsibility
  • Initiatives and their acceptance
  • Anticipating future possibilities

Goals should be described in desirable terms that reflect ways to address challenges or the future orientation of the organization. For example, results-focused company goals may become the equivalent of task-specific targets such as “doubling production output within the next two years.”

The Importance of Modeling the Vision

While effective communication of a vision has a direct and obvious effect on performance, it is more likely to generate indirect impacts on motivation, acceptance, and perseverance in overcoming challenges and hindrances. Indirect positive results are realized when employees know the purpose behind the vision’s structure and understand its content, attributes and interrelationships from their own personal perspective.

As simply communicating a well-formulated vision is not enough to guarantee results, leaders within the organization must “walk the talk.” As part of the communication process, leaders need to reinforce the vision’s inherent values through consistent and animated positive role modeling as well as in the way they select and work with employees, acknowledge small changes and reward successes.

Vision Needs Visibility

Leaders often tend to articulate a vision taken straight from their organization’s strategic plan or their own personal planning process. When doing this, they begin to rewrite a modified or restructured vision and mission statement, or sometimes even find themselves devising and establishing an altogether new set of organizational values. Most times these efforts only muddy the visional communication process and leave employees confused. This in turn results in hindering the goals they desire to pursue, and effective ways to achieve them.

Communication of a vision does not rely on the underlying rationale as much as it does on making exciting possibilities “visible” within the organization. Leaders can accomplish this by openly communicating and stressing the following:

  • Inspiring with a sense of passion;
  • Employee well-being as a direct benefit of the vision;
  • Vision as an adaptive tool for organizational and group survival;
  • The necessity of building and maintaining work effectiveness;
  • Courage and a willingness to take a stand;
  • The rewards of ambition and perseverance;
  • Integrity, ethics and values;
  • Generating self-esteem and emotional stability;
  • Developing patience, endurance and tolerance for ambiguity;
  • Quality decision making;
  • The importance of stimulating creative thinking and innovation;
  • The intention to utilize all employees’ functional, technical and organizational skills in pursuit of the vision;
  • Priority setting as a necessary tool to accomplish assignments, projects and tasks in a timely and effective manner.

To align and communicate vision-related responsibilities, leaders utilize terms related to organizational values and mission, exciting challenges, unified efforts, and work-related incentives to help get the attention of employees. Doing this makes the vision concrete and tangible, and sets in motion key elements for reaching the necessary goals that steadily lead to its attainment.

Excerpt: Creating and Sustaining a Strong Vision: Pinpoint Leadership Skill Development Training Series (Majorium Business Press, Stevens Point, WI 2011) $16.95 USD

Related:

Five Critical Steps to Maximize Performance

Execution: Six Action Steps

Performance Plans Create Results and Maximizes Performance

Objectives Allow Managers to Focus on Obtaining Results

Timothy F. Bednarz, Ph.D. | Author | Publisher | Majorium Business Press
Author of Great! What Makes Leaders Great: What They Did, How They Did It and What You Can Learn From It (Finalist – 2011 Foreword Reviews‘ Book of the Year)
Linkedin | Facebook | Twitter | Web| Blog | Catalog |800.654.4935 | 715.342.1018

Copyright © 2014 Timothy F. Bednarz, All Rights Reserved

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The Roadmap to Effective Leadership

with 2 comments

Leadership effectiveness can be thought of as “an influencing relationship process among leaders and employee followers who work collaboratively to effect real and necessary changes.” These changes tend to reflect shared purposes, goals and efforts. It is a dynamic action process focused on mutual understandings and beliefs between leaders and employees.

As there are specific rules and principles that tend to guide leadership vision and actions for effectiveness, leaders need to consider certain questions that ultimately forge their roadmap for success.

The journey toward leadership effectiveness should always begin with a question such as: “What improvement is needed within the organization, and what specific steps do I need to bring it about?” Though senior management typically passes down mandates, timelines and expected goals, it is the individual leader’s responsibility to put them into a time lined and vision-directed framework in order to generate positive results.

The roadmap for effective leadership also includes developing higher levels of self-direction, vision, planning and goal achievement, which comes from inspiring others and building cohesiveness, as well as maintaining personal accountability.

In order to begin the path for leadership effectiveness it is important to ask another question: “What’s possible here, and how does the organization and its members stand to benefit?”

A leader’s roadmap to effectiveness consists of a series of factors that motivate people to follow. There are four basic qualities that help develop a focus on individual efforts that consistently will lead all involved workplace members beyond routine thinking and performance.

Leader effectiveness is not simply defined by actions made in response to obvious or crisis situations and circumstances. In reality, true effectiveness centers around the ability to move from a “mission impossible” to a “mission outcome” stance. To move consistently forward, leaders need to rely on specific procedures and actions encompassing multiple areas of skill and direction.

Elements of management and leader effectiveness often tend to overlap. However, leadership effectiveness is defined in a completely different context. Instead of focusing on basic management principles, practices and procedures as a roadmap for success, the four elements that leaders focus on are self-direction, goal achievement, flexibility and inspiring others to attain greatness. As an integral part of focusing on these factors, leaders recognize the importance of:

Gaining the Cooperation of Others

Establishing and cultivating a cooperative spirit is one of the primary means of increasing leadership effectiveness. Leaders use it to generate and maintain personal and employee enthusiasm for task and project facilitation. This spirit drives an organization and its people to higher levels of productivity and accomplishment.

Building and establishing a cooperative spirit takes concerted effort and begins with understanding basic human needs and desires. Effective leaders use needs and personal desires to nudge employees in the right direction, while constantly detailing and emphasizing just how motivation works to everyone’s benefit.

Making emotional connections is part of the process. This implies being able to evaluate performance and results by measuring them against one’s own expectations and goals. It also means acknowledging that as a leader, one needs followers. A truly effective leader builds a sense of workplace interdependence, which is able to gain and produce more in the long term than all combined individual efforts.

The basis for establishing a cooperative spirit lies in examining and analyzing how best to initiate and excel in tasks. Leaders need to be continually identifying their weakest areas, and, in order to improve upon them, need to set specific goals to turn them into strengths. Excelling in tasks and in implementing procedures and assignments helps leaders feel more in control over work-related situations and occurrences, which tends to increase their personal job enthusiasm and stamina.

Related: Interactive Leadership is the Practice of Leadership By Example

Leaders Gain Cooperation by Understanding Their Employees

Beyond workers with a job, effective leaders know their success is inextricably tied to their employees—who like them have concerns, hopes and aspirations. As such, they take the time to converse with and ask questions of their employees. They find out what motivates as well as hinders, frustrates or concerns them. This brings information, concerns, ideas and perspectives to the forefront in order to identify problems, opportunities, and the best actions to take in regard to them.

Related: Encourage Questions to Improve Open Communication

Effective Leadership is Predicated upon the Ability to Listen and Learn

Continuous learning and listening needs to become a top priority if leaders are to excel. Effective leaders never forget where they have been, and use their own as well as others’ experiences to dictate where they should go, and why. Learning from past errors in judgment prevents similar types of problems and negative consequences from occurring.

It is essential for leaders to have their ears and eyes on every person, process and situation, not in a controlling sense, but in order to listen for ideas, impending concerns, problems, successes and unhappiness. Effective leaders absorb everything and act on the knowledge they gain to prevent conflict or work slowdowns from occurring. They are watchful for opportunities to make people feel successful, competent and comfortable in the work environment.

Effective leaders further recognize they are not reactive, but proactive by nature, where good listening and learning habits set both a positive example in the workplace and the foundation for corrective action before problems can take root and sap productivity.

Effective Leaders Sacrifice Self to the Needs of Others

Acknowledging and taking the stance of self-sacrifice is what separates leaders from the rest of the pack. Good leaders set their egos aside. They are not afraid to get involved and help out in various projects or situations alongside the people under their direction. They are flexible, continually slowing down or speeding up as they assess their employee’s productivity and individual efforts.

Skilled leaders never set or rescind a rule that becomes disruptive to workplace harmony or to any individual employee. Placing employees’ needs first means keeping tasks clear, simple and obvious, which makes for a committed workforce. It means making sure employees know exactly what is expected of them and how to complete the tasks assigned. They also focus on ways to make their own assignments and projects simpler, more direct and clearly defined.

Related: Your Commitment to Others Defines You as a Leader

Success Springs from a Consistent and Positive Workplace Example

Accepting others as they are and embracing differences and unique qualities tends to generate mutual respect and open communication. Thus leaders work at building cohesiveness through cooperative efforts and hold employees and themselves accountable to achieving their goals and vision.

Positive examples can only be set when outward actions correspond with words and do not send a mixed message. Success is entirely dependent upon following through with promises and commitments without deviating from what was promised, even under stress and adversity. Therefore leaders remain inwardly and outwardly genuine, and use discretion in everything they plan, say and do.

Related: Seven Ways to Lead by Example

Excerpt: Becoming a Leader of Your Own Making: Pinpoint Management Skill Development Training Series (Majorium Business Press, 2011)

Timothy F. Bednarz, Ph.D. | Author | Publisher | Majorium Business Press
Author of Great! What Makes Leaders Great: What They Did, How They Did It and What You Can Learn From It (Finalist – 2011 Foreword Reviews‘ Book of the Year)
Linkedin | Facebook | Twitter | Web| Blog | Catalog |800.654.4935 | 715.342.1018

Copyright © 2012 Timothy F. Bednarz, All Rights Reserved

Written by Timothy F. Bednarz, Ph.D.

November 28, 2012 at 1:18 pm

How Well Are You Communicating Your Vision?

with 3 comments

Vision communication can be thought of as expressing an ideal that represents or reflects the organization’s collectively shared values. Numerous studies have shown that leaders who enthusiastically promote and communicate their vision tend to create positive effects on employee performance, attitudes and perceptions.

Specific core components need to be incorporated to effectively communicate one’s vision. These are:

  • Displaying a charismatic, forceful, animated and confident communication style;
  • Taking action to support the implementation of the vision, such as by serving as an exemplary role model;
  • Intellectually stimulating employees and building their confidence while continuously promoting the vision.

A well thought-out vision concisely but openly expresses a leader’s values and energy. In this way, vision content is communicated through imagery that generates a vivid mental picture of possibilities in relationship to existing realities.

When communicating their vision, leaders should focus on detailing its strategic emphasis and response to necessary changes. This includes outlining expectations as to the vision’s degree of control over those changes and its relationship to employees’ self-interests, as well as combining specific needs and values into a unified and collaborative effort.

Describing the Vision in Terms of Mission, Values and Goals

Communicating a vision effectively needs to incorporate components of the leader’s organizational mission, strategy, values and goals. Leaders need to communicate the vision in such a way as to integrate all these elements and place them into a visual framework that works to guide future action. Communicating a vision needs to motivate the setting of specific task-related goals, which in turn affect and alter performance.

It is essential to maintain clarity when communicating visional direction, with goals specifically detailed and explained. As part of this communication process, statements should include imagery that is specifically related to:

  • Performance
  • Achievement and improvement
  • Future time perspectives
  • Assumptions of personal responsibility
  • Initiatives and their acceptance
  • Anticipating future possibilities

Goals should be described in desirable terms that reflect ways to address challenges or the future orientation of the organization. For example, results-focused company goals may become the equivalent of task-specific targets such as “doubling production output within the next two years.”

The Importance of Modeling the Vision

While effective communication of a vision has a direct and obvious effect on performance, it is more likely to generate indirect impacts on motivation, acceptance, and perseverance in overcoming challenges and hindrances. Indirect positive results are realized when employees know the purpose behind the vision’s structure and understand its content, attributes and interrelationships from their own personal perspective.

As simply communicating a well-formulated vision is not enough to guarantee results, leaders within the organization must “walk the talk.” As part of the communication process, leaders need to reinforce the vision’s inherent values through consistent and animated positive role modeling as well as in the way they select and work with employees, acknowledge small changes and reward successes.

Vision Needs Visibility

Leaders often tend to articulate a vision taken straight from their organization’s strategic plan or their own personal planning process. When doing this, they begin to rewrite a modified or restructured vision and mission statement, or sometimes even find themselves devising and establishing an altogether new set of organizational values. Most times these efforts only muddy the visional communication process and leave employees confused. This in turn results in hindering the goals they desire to pursue, and effective ways to achieve them.

Communication of a vision does not rely on the underlying rationale as much as it does on making exciting possibilities “visible” within the organization. Leaders can accomplish this by openly communicating and stressing the following:

  • Inspiring with a sense of passion;
  • Employee well-being as a direct benefit of the vision;
  • Vision as an adaptive tool for organizational and group survival;
  • The necessity of building and maintaining work effectiveness;
  • Courage and a willingness to take a stand;
  • The rewards of ambition and perseverance;
  • Integrity, ethics and values;
  • Generating self-esteem and emotional stability;
  • Developing patience, endurance and tolerance for ambiguity;
  • Quality decision making;
  • The importance of stimulating creative thinking and innovation;
  • The intention to utilize all employees’ functional, technical and organizational skills in pursuit of the vision;
  • Priority setting as a necessary tool to accomplish assignments, projects and tasks in a timely and effective manner.

To align and communicate vision-related responsibilities, leaders utilize terms related to organizational values and mission, exciting challenges, unified efforts, and work-related incentives to help get the attention of employees. Doing this makes the vision concrete and tangible, and sets in motion key elements for reaching the necessary goals that steadily lead to its attainment.

Excerpt: Creating and Sustaining a Strong Vision: Pinpoint Leadership Skill Development Training Series (Majorium Business Press, 2011) $ 16.95 USD

If you would like to learn more about techniques to develop and communicate a strong vision, refer to Creating and Sustaining a Strong Vision: Pinpoint Leadership Skill Development Training Series. This training skill-pack features eight key interrelated concepts, each with their own discussion points and training activity. It is ideal as an informal training tool for coaching or personal development. It can also be used as a handbook and guide for group training discussions. Click here to learn more.

______________________________________________________________________________

Timothy F. Bednarz, Ph.D. | Author | Publisher | Majorium Business Press
Author of Great! What Makes Leaders Great: What They Did, How They Did It and What You Can Learn From It (Finalist – 2011 Foreward Reviews‘ Book of the Year)
Linkedin | Facebook | Twitter | Web | Blog | Catalog |800.654.4935 | 715.342.1018

Copyright © 2012 Timothy F. Bednarz, All Rights Reserved

Written by Timothy F. Bednarz, Ph.D.

April 10, 2012 at 10:29 am

The Roadmap to Effective Leadership

with 5 comments

Leadership effectiveness can be thought of as “an influencing relationship process among leaders and employee followers who work collaboratively to effect real and necessary changes.” These changes tend to reflect shared purposes, goals and efforts. It is a dynamic action process focused on mutual understandings and beliefs between leaders and employees.

As there are specific rules and principles that tend to guide leadership vision and actions for effectiveness, leaders need to consider certain questions that ultimately forge their roadmap for success.

The journey toward leadership effectiveness should always begin with a question such as: “What improvement is needed within the organization, and what specific steps do I need to bring it about?” Though senior management typically passes down mandates, timelines and expected goals, it is the individual leader’s responsibility to put them into a time lined and vision-directed framework in order to generate positive results.

The roadmap for effective leadership also includes developing higher levels of self-direction, vision, planning and goal achievement, which comes from inspiring others and building cohesiveness, as well as maintaining personal accountability.

In order to begin the path for leadership effectiveness it is important to ask another question: “What’s possible here, and how does the organization and its members stand to benefit?”

A leader’s roadmap to effectiveness consists of a series of factors that motivate people to follow. There are four basic qualities that help develop a focus on individual efforts that consistently will lead all involved workplace members beyond routine thinking and performance.

Leader effectiveness is not simply defined by actions made in response to obvious or crisis situations and circumstances. In reality, true effectiveness centers around the ability to move from a “mission impossible” to a “mission outcome” stance. To move consistently forward, leaders need to rely on specific procedures and actions encompassing multiple areas of skill and direction.

Elements of management and leader effectiveness often tend to overlap. However, leadership effectiveness is defined in a completely different context. Instead of focusing on basic management principles, practices and procedures as a roadmap for success, the four elements that leaders focus on are self-direction, goal achievement, flexibility and inspiring others to attain greatness. As an integral part of focusing on these factors, leaders recognize the importance of:

Gaining the Cooperation of Others

Establishing and cultivating a cooperative spirit is one of the primary means of increasing leadership effectiveness. Leaders use it to generate and maintain personal and employee enthusiasm for task and project facilitation. This spirit drives an organization and its people to higher levels of productivity and accomplishment.

Building and establishing a cooperative spirit takes concerted effort and begins with understanding basic human needs and desires. Effective leaders use needs and personal desires to nudge employees in the right direction, while constantly detailing and emphasizing just how motivation works to everyone’s benefit.

Making emotional connections is part of the process. This implies being able to evaluate performance and results by measuring them against one’s own expectations and goals. It also means acknowledging that as a leader, one needs followers. A truly effective leader builds a sense of workplace interdependence, which is able to gain and produce more in the long term than all combined individual efforts.

The basis for establishing a cooperative spirit lies in examining and analyzing how best to initiate and excel in tasks. Leaders need to be continually identifying their weakest areas, and, in order to improve upon them, need to set specific goals to turn them into strengths. Excelling in tasks and in implementing procedures and assignments helps leaders feel more in control over work-related situations and occurrences, which tends to increase their personal job enthusiasm and stamina.

Leaders Gain Cooperation by Understanding Their Employees

Beyond workers with a job, effective leaders know their success is inextricably tied to their employees—who like them have concerns, hopes and aspirations. As such, they take the time to converse with and ask questions of their employees. They find out what motivates as well as hinders, frustrates or concerns them. This brings information, concerns, ideas and perspectives to the forefront in order to identify problems, opportunities, and the best actions to take in regard to them.

Effective Leadership is Predicated upon the Ability to Listen and Learn

Continuous learning and listening needs to become a top priority if leaders are to excel. Effective leaders never forget where they have been, and use their own as well as others’ experiences to dictate where they should go, and why. Learning from past errors in judgment prevents similar types of problems and negative consequences from occurring.

It is essential for leaders to have their ears and eyes on every person, process and situation, not in a controlling sense, but in order to listen for ideas, impending concerns, problems, successes and unhappiness. Effective leaders absorb everything and act on the knowledge they gain to prevent conflict or work slowdowns from occurring. They are watchful for opportunities to make people feel successful, competent and comfortable in the work environment.

Effective leaders further recognize they are not reactive, but proactive by nature, where good listening and learning habits set both a positive example in the workplace and the foundation for corrective action before problems can take root and sap productivity.

Effective Leaders Sacrifice Self to the Needs of Others

Acknowledging and taking the stance of self-sacrifice is what separates leaders from the rest of the pack. Good leaders set their egos aside. They are not afraid to get involved and help out in various projects or situations alongside the people under their direction. They are flexible, continually slowing down or speeding up as they assess their employee’s productivity and individual efforts.

Skilled leaders never set or rescind a rule that becomes disruptive to workplace harmony or to any individual employee. Placing employees’ needs first means keeping tasks clear, simple and obvious, which makes for a committed workforce. It means making sure employees know exactly what is expected of them and how to complete the tasks assigned. They also focus on ways to make their own assignments and projects simpler, more direct and clearly defined.

Success Springs from a Consistent and Positive Workplace Example

Accepting others as they are and embracing differences and unique qualities tends to generate mutual respect and open communication. Thus leaders work at building cohesiveness through cooperative efforts and hold employees and themselves accountable to achieving their goals and vision.

Positive examples can only be set when outward actions correspond with words and do not send a mixed message. Success is entirely dependent upon following through with promises and commitments without deviating from what was promised, even under stress and adversity. Therefore leaders remain inwardly and outwardly genuine, and use discretion in everything they plan, say and do.

Excerpt: Becoming a Leader of Your Own Making: Pinpoint Management Skill Development Training Series (Majorium Business Press, 2011) $ 16.95 USD

If you would like to learn more about professional leadership development, refer to Becoming a Leader of Your Own Making: Pinpoint Management Skill Development Training Series. This training skill-pack features eight key interrelated concepts, each with their own discussion points and training activity. It is ideal as an informal training tool for coaching or personal development. It can also be used as a handbook and guide for group training discussions. Click here to learn more.

Copyright © 2011 Timothy F. Bednarz, All Rights Reserved

Written by Timothy F. Bednarz, Ph.D.

November 15, 2011 at 9:45 am

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