RGH Turning vision to reality - Ms book on vision

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  • 1. 1 Book on Vision in the Making What the proposed book is all about: Shaping Vision to Reality by Rey G. Halili INTRODUCTION It is said that the Philippines as a whole suffer from a lack of vision. We are afraid that this does not apply to us as individuals, for we as a people have many aspirations, dreams, and wishes. As a child the most common question that I used to hear is “what do you want to be when you grow up. My two-year old granddaughter replied to this query by saying “I want to be a girl” Then sensing from the reaction of her mother and audience she corrected herself “Noh, I want to be a lady,” not satisfied she said “I want to be a ballet . . .shoes, a ballet dancer.” No, we do not lack ambition nor we as a people lack the vision. Dr. Jose Rizal, our National Hero in 1889 wrote an essay, entitled The Philippines a Century Hence by José Rizal (Translated by Charles E. Derbyshire) NOTE: This famous essay of Rizal entitled "Filipinas de cien años" was first published in La Solidaridad, Madrid, between September 30, 1889, and February 1, 1890 “The Philippines, a Century Hence.” It is a vision of a progressive, “free” Filipinos and a respected member of the human race. The driving force in the 100 years of local revolts
  • 2. 2 against the Spanish rule was the vision of a free country. The Filipinos are doing well abroad competing with the best entrepreneurs, executives, engineers, teachers, medical practitioners, etc. because they are propelled by dreams and visions for themselves and their families. Why do we see endless lines to foreign embassies, in spite of numerous sad stories of tragedy that befall our OFWs. Is it not because they have dreams and vision of a better life? It seems therefore, that we should learn and learn hard and fast is how we can turn these burning passion and dreams and shape it into visions and from visions into concrete realities. A Case for learning Envisioning Skills If vision is as important to the success of leaders and their organizations as many leadership experts suggest, effective methods for teaching visioning and determining antecedents of visioning skill are critical future issues. Recent research suggests that visioning is a skill that can be learned, but the researchers disagree on the best learning model. Management consultant and author, Burt Nanus describes a systematic approach that requires an assessment of barriers before the visioning takes place. This method is ideal for some who need a directed study and can approach visioning with a preconceived notion of what type of vision is realistic. Nearly all management scholars who conducted surveys and tests on vision skills and practices from 1994 to present day agree on its importance for effective leadership. Although they argue over methodology and training paradigms, they agree that "envisioning" is more than simple time or task management. While vision itself is a hypothetical cognitive thought process that, at minimum, clarifies strategic opportunities, envisioning skill can help individuals pull together beliefs, self images, and resources that can enhance personal as well as organizational long-term goal setting. Envisioning skill also comprises more than reading or attending seminars. All research and testimonials indicate that commitment to vigilant practice is the best pathway to making envisioning skill a powerful tool. When put to work in the real world, the envisionment processes are perpetually adjusting and perfecting; so is the act of acquiring and sharpening its skill. The book delves with the human passion and how this passion is translated to dreams and shaped into vision. Two case studies are contributed by visionary leaders who both pass through the bitter-sweet adventures and saw these visions into living realities. It described how vision takes its shape, placed into the furnace, shaped in the anvil of hard
  • 3. 3 work, perseverance and determination and reshaped to meet the test and approval of time. This book presents also techniques of scenario planning and organizational learning to guide the reader through the complex structure identifying and changing reality. It introduces a new approach to mapping a strategic change process. It described the actual strategic planning based on the experiences and learning in the National Strategic Planning Process 2020 attempted by some leaders among the Bible based community in the Philippines. While that may be technical in its approaches and may be construed as for academicians, the materials laid down basic concepts and principles in mapping a change process nationally, propelled by a nationally shared vision and a broad and long term objectives covering the socio-political-religio subject. The author, who have established a proven record of accomplishment for over 40 years share, the insight, experiences, and recent researches on this most critical aspect of shaping and influencing the future. His experiences in working and leading in the corporate world as well as in non-profit organizations, churches and ministries and their lucid and practical insights and doable action plans, makes thinking futures exciting, easy and rewarding. Rey G. Halili
  • 4. 4 VisionMatching vision to core needs Focusing your vision towards relevance Passion the starting point of vision Knowing the shape of your vision The power of Vision shared & processed BUILDING SCENARIOS From Vision to Strategic planning Preparing your Core Values and Beliefs Strategic Plans to Action Planning Preparing your Core Values and Beliefs Visions Afreshed & Enfleshed Vision is a Leaders' agenda What is vision What is a Godly vision Why and benefits How do we develop vision Preparing your Vision Statement Why Visions fails to to take offPreparing your Mission Statement Why Visions successfully launched fails Preparing your Core Values and Beliefs VISION CASTING PROCESS SHAPING VISION TO REALITY Case Studies: NATSTRAT 2020 FLOCK Mins Int’l GCMTC SHAPING YOUR VISION TO REALITY What the Book is all about (A Mind Mapping Presentation) Copyright by Rey G. Halili
  • 5. 5 TABLE OF CONTENTS Foreword by Preface Introduction Chapters 1. Vision distilled our dreams and give shapes to our aspiration 2. Visioning – a dance process of many steps 3. Really what is a vision and what does it do to us 4. Shaping vision to do-able realities 6. A force in people’s heart 7. Leaders personified – a product of vision 8. Organizational Renewal – Prologue to Visioning 9. Vision Casting Process 10. Developing Mission Statement 11. From Vision to Strategic Thinking 12. Strategic Plans to Action Planning 13. Visions Afresh and Enflesh 14. Some difficulties to anticipate Case Studies: Philippine Evangelical Enterprise, Inc. FLOCK Ministries International National Strategic Planning Process 2020 Glossary and index Guidelines, Worksheets and Forms Diagrams and Flowcharts References
  • 6. 6 Slide 1: From the Book Shaping Vision to Reality Rey Halili, Josil Gonzales Met Castillo, Moises Cuaresma, Redd Mateo Slide 2: This is what the book is all about Vision/ System Mission/ installed Core values Shared Shaping Structure To be Our Vision to Strategy Developed Built Reality Skills People Required From vision/mission/core/values shared, strategy is developed and analyses skills and type of people needed to build the structure to finally develop system for implementation Slide 3: SHAPING YOUR VISION TO REALITY What the Book is all about (A Mind Mapping Presentation ) VISION CASTING Vision is a SHAPING VISION PROCESS Leaders' agenda TO REALITY What is vision What is a Godly vision Passion the starting Why and benefits BUILDING point of vision SCENARIOS How do we develop vision Knowing the shape From Vision to of your vision Strategic planning Matching vision to Strategic Plans to Vision Action Planning core needs Preparing your Preparing your Core Visions Afreshed & Vision Statement The power of Vision Values and Beliefs Enfleshed shared & processed Why Visions fails Preparing your to to take off Mission Statement Case Studies: NATSTRAT 2020 Focusing your vision FLOCK Mins Int’l Why Visions Preparing your towards relevance successfully GCMTC Core Values and launched fails Beliefs Copyright by Rey G. Halili Slide 4: System installed Vision/ Mission/ Core values Vision: Shared Defines where the organization wants to be in the future. It reflects the optimistic view of the Structure organization's To be future. Strategy Built Developed Values: Mission: Main values protected by the organization Defines where the during the progression, organization is going reflecting the now, basically organization's describing the culture and purpose, why this priorities. organization exists. People Skills Required Slide 5: Vision Statement A vision is a statement about what your organization wants to become. It gives shape and direction to the organization’s future. A vision should stretch the organization’s capabilities and image of itself. It should resonate with all members of the organization and help them feel proud, excited, and part of something much bigger than themselves. Mission or Purpose A precise description of what an organization does. It should describe the business or ministry the organization is in. It is a definition of “why” the organization exists currently. Each member of an organization should be able to verbally express this mission. Core Values Value statements are grounded in values and define how people want to behave with each other in the organization. They are statements about how the organization will value its target group, constituencies, and suppliers. Value statements describe actions which are the living enactment of the fundamental values held by most individuals within the organization. Slide 6: START Mission: "How will Values: you get there?" "Who are you?" IN PURSUIT OF VISION Outcomes: Vision: "Are you "Where are there yet?" you going?" Operationalizing Task & Schedules
  • 7. 7
  • 8. 8 Now then against this background, two thousand years ago Jesus is talking about the mind! The human being! And He says that faith is built in us by nature. We are hardwired for faith, hardwired for God! Faith is like a grain of mustard seed, infinitely small to begin with … 10 billion neurons. Faith is the smallest thing, the smallest concept. Faith is like a grain of mustard seed! It seems like nothing. It is the least and it turns into the greatest power in the world! And that’s what we need to be hardwired for faith, hardwired for God. It begins with mustard seed faith which comes to us in the form of an idea, a concept, or an impulse. It is very important that all of us have a connection with God. Or we are going to waste a lot of things that are trying to happen within our minds through the impulse of the 10 billion neurons in the brain and God is operative in all of this. So in attending this study session, I visited the Salk Institute for the first time and that was very interesting. I met Jonas Salk once, at a dinner. We never had a chance to develop a relationship, but I learned an interesting insight to this great scientist. Jonas Salk is known as a scientist who believed he could find a cure for polio. Now many young people might not even know what a devastating disease polio is, that hit our country in the past century. When Jonas Salk shared his concepts of how a cure might be developed, it was only an idea, a very tiny idea … a mustard seed thought. But he believed in it. Everybody ridiculed him to begin with. Then other researchers said it would never work. Finally, after some years, he was so discouraged and depressed that a colleague said, "Don't give up, Jonas, you need to keep going. You know what you should do?" Jonas said, "No." "Get out of America for a while. Go to Italy. Go to the Basilica of St. Francis of Assisi. That is a spiritual based facility that is unlike anything in the world." I was there myself only a year or two ago so I understand that great advice. Jonas Salk was not really spiritual, but he thought, "I’ll do it. Perhaps it will help me." So he went to Italy, to the Basilica of St. Francis and there, in that spiritual space of hills and valleys, he was alone and he had a transforming spiritual experience. I have no doubt, and neither does he, that it was an encounter with God. That spiritual experience impacted the mind of Jonas Salk and he came home knowing he would find a cure for polio. He was a changed person. He was creatively inspired. He grabbed hold of that mustard seed and the rest is history. He discovered a cure for polio! When that happened Jonas Salk became the recipient of a great deal of money, hundreds of millions of dollars, most of it from the March of Dimes, because that money was there for the discoverer of the cure for polio. So Jonas Salk decided to use the money to build a Research Institute. He searched for a place where he could build something so that other researchers could experience what he had in Assisi. It brought him to the cliffs in La Jolla. As he looked down over the ocean, he felt it strongly again. He then went to one of the greatest architects that time, Louis Kahn and brought him to La Jolla and told him, "I want to build an institute here where doctors and scientists can come to study and explore the undiscovered to really create new insights into reality." Louis Kahn took the assignment and started to build the Institute, a huge place. Before it was finished, Jonas Salk came to check it out. As he looked at the facility on which many millions had already been spent he said, "It doesn’t work!" And Kahn said, "What do you mean, it doesn’t work?" Jonas Salk said again, "It doesn’t work. I don’t feel it. Tear it down! Throw it away! Start over!"
  • 9. 9 And then he took the architect Louis Kahn to the very edge of the cliff and said, "There is the canyon and over there is the ocean. Stand here! Feel it! Do you feel it?" Kahn said, "Yes, I do." "Now start designing with this feeling," was Salk’s challenge. And Kahn built the building into two separate structures with a huge wide plaza which extends all the way to the edge of the cliff and the water. I could feel it when I went there this week. And there is only one sign. It does not say Salk Institute. Instead, as you approach the building and the plaza, there in the marble of the sidewalk are these words written by Jonas Salk, "Hope lies in dreams, in imagination, and in the courage of those who dared to make dreams into reality." (Jonas Salk) Acknowledgement (by Rey Halili) Mr. Josil Gonzales FLOCK Ministries International Ed Tan from Oklahoma Mr. Eric Smith of OC International Bishop Eff Tendero Dr. Met Castillo Mr. Redd Mateo of Genesis Travel My wife, Dr. Annie Halili
  • 10. 10 Introduction: I TOO HAS A DREAM by RGHalili 1/8/96 Is it wrong to dream? Have you heard about how a security guard saved the life of his boss by warning him not to take that plane which crushed because he dreamed of this plane tragedy. The boss life was spared by that dream. He was so happy but soon realizes that his security guard cannot possibly dream unless he slept on his post during his night’s beat. The dreamer guard lost his job. Be careful what you do with your dream. I was moved to tears when I watch and listen to the song in Les Miserables "I dream a dream " (quote part of the song) Be careful of your dreams, It can be stolen "I dream a dream" by Martin Luther King (Cite the dream and what happen to Martin Luther King. Your dream can cost you your life Dr. Jose Rizal Bishop, Agustin (Jun) Vencer his dream on the global vision of student & Pilipino missionaries going into many nations. One actual dream that I could not forget. This happened before the explosion of Mt. Pinatubo which devastated Pampanga and its neighboring provinces (Check internet on some facts ) I dream of When the Bible Psa. 21 was erased from its pages. Then I can stop to dream, for dreams, the best that I can ever think or imagine will be swallowed up by in the glorious reality of the presence of the Lord. Vision distilled our dreams and give shapes to our aspiration Vision: "Where are you going?" Mission: "How will you get there?" Values: "Who are you?" Outcomes: "Are you there yet?" Operational Task & Schedules IN PURS UIT OF VISI ON SSTTAA RRTT
  • 11. 11 Chapter 1 Vision – the language of leaders Vision is a pre-requisite for leadership. One cannot lead without a vision of the future. Choosing to cast your vision is the first critical leadership choice and thus begins the work of leadership. Vision is the essential ingredient for a leader, both personally and for the organization you lead. One of the first works of leadership is the casting of vision. Vision is a pre-requisite for leadership. One cannot lead without a vision of the future. Show me a person with vision and I'll show you a future leader Leaders have vision. They share a dream and direction that other people want to share and follow. The vision of leadership permeates the workplace and is manifested in the actions, beliefs, values and goals of your organization’s leaders. Vision helps leaders to:  focuses energy for greater effectiveness,  raises the standard of excellence,  establishes meaning for today,  gives hope for the future,  brings unity to community,  raises commitment level  brings positive My vision must be able to see into the future. It absolutely must be able to transcend not only my lifetime, but also my benefit and personal ambitions. "The very essence of leadership is that you have to have a vision. It's got to be a vision you articulate clearly and forcefully on every occasion." --Theodore Hesburgh, President of the University of Notre Dame "There's nothing more demoralizing than a leader who can't clearly articulate why we're doing what we're doing." --James Kouzes and Barry Posner
  • 12. 12 Vision must be cultivated, defined and cast. OBSERVE CAREFULLY IMPLEMENT W/ CARE SHARE OPENLY INCUBATE CAREFULLY VERBALIZE CLEARLY VISION CASTING Vision must be cultivated, defined and cast.
  • 13. 13 SHAPING VISIONS TO REALITIES "A true vision must provide a clear image of a desirable future, one which represents an achievable, challenging and worthwhile long-range target toward which people can direct their energies." A vision is a compelling image of the preferred future that sets out a group’s or organization’s highest aspirations in clear, powerful, confident language. It is what futurist Clement Bezold calls “a future for the heart.” Business guru Peter Senge puts it this way in his book The Fifth Discipline A shared vision is not an idea. It is not even an important idea such as freedom, it is, rather, a force in people’s hearts, a force of impressive power. It may be inspired by an idea, but once it goes further—if it is compelling enough to acquire the support of more than one person—then it is no longer an abstraction. It is palpable. People begin to see it as if it exists. Visions motivate high achievement, because when people are really committed to a vision, they will stretch themselves and their organizations to make it happen. Visions raise people’s personal aspirations and provide a focus for collective activity. They create a ‘big picture’ of ‘where we are going’ that makes day-to-day activity more meaningful. People can be given more freedom to act independently and creatively when they have a clear sense of direction and know the importance of their ‘piece’ in the realization of the vision. Leadership Through Vision The ability to receive a vision from God, to develop a plan to see that vision come about and to guide those around you through necessary change so that the vision becomes a reality is crucial to effective leadership. Regardless of what kind of organization you lead, or how large of a group you lead, bringing about change by following a strategic plan to achieve a specified outcome is essential for building the kingdom of God in your context. Communication of a vision is the difficult process of inspiring others to see the future reality which you see and to commit to making it happen. People are motivated by vision, not by need. Vision empowers people only to the degree it is embraced. Recognize how visions spread Understand how visions can die prematurely invites people to begin walking toward the vision because most of us are so easily consumed by the pressing day to day necessities.
  • 14. 14 Leadership requires having a vision from God, ability to get people share and understand how your action plans connect to the vision, and ability to communicate and motivate them to act on a consistent day to day basis to bring about the impact your organization desires. The Burden of Nurturing a Vision I was thinking today about great leaders and the way they affect the lives of people for generations. These effects are sometimes not evident until after the great leader is gone. That is very sad to me, because in my mind that leader never does get to see how it all turns out. I suppose I'm thinking of people like Dr. Jose Rizal, the Philippines National Hero, who wrote two novels that inflamed the Filipinos to revolt against the Spanish colonialist; Abraham Lincoln who began the process of freeing the Blacks from slavery, yet never lived to see it happen. Or how about Martin Luther King. Incredible changes have taken place all over our country because of the stand he took and the leadership he possessed. Yet, he too was killed before he could see the fruits. The leader who's vision can see into the future, possess the ability to effect the lives of people for generations. Stories with Vision Here are some selected stories from history that I thought exemplified the qualities of high vision and leadership. Some consultants, myself included, suggest that you use these kinds of examples to inspire managers while they engage the difficult task of defining values and mission (the key components of your vision). The stories can also be used to remind the rank and file what others have done in the face of difficulty and tribulation. Use case studies of other companies with great caution. One of the most common mistakes made in the envisioning process is the assumption that one size fits all. Your vision should be a unique process that addresses your own particular strengths and weaknesses. Since no two organizations are exactly alike, then its a sure bet that your vision for the future won't be either. Leadership Vision Fundamentals Sharing that vision with others in a way that compels them to act is the secret to a successful leadership vision. These are the fundamentals necessary for a vision that excites and motivates people to follow the leader. The vision must:  Clearly set organizational direction and purpose;  Inspire loyalty and caring through the involvement of all employees; Dr. Martin Luther King's Vision for Freedom Winston Churchill's Vision of Victory The Vision That Took Us to The Moon Steven Jobs's Desktop Vision Walt Disney's Happiest Vision on Earth Gene Roddenberry's Vision for the Stars Henri Dunant's Vision for Humanity Clara Barton's Vision of Mercy
  • 15. 15  Display and reflect the unique strengths, culture, values, beliefs and direction of the organization;  Inspire enthusiasm, belief, commitment and excitement in company members;  Help employees believe that they are part of something bigger than themselves and their daily work;  Be regularly communicated and shared;  Challenge people to outdo themselves, to stretch and reach. Characteristics of a Successful Leadership Style Much is written about what makes successful leaders. I will focus on the characteristics, traits and actions that, I believe, are key.  Choose to lead.  Be the person others choose to follow.  Provide vision for the future.  Provide inspiration.  Make other people feel important and appreciated.  Live your values. Behave ethically.  Set the pace through your expectations and example.  Establish an environment of continuous improvement.  Provide opportunities for people to grow, both personally and professionally.  Care and act with compassion.  Cultivate spouse and family relationships. a vision for your future, a mission that defines what you are doing, values that shape your actions, strategies that zero in on your key success approaches goals and action plans to guide monthly actions . Flowchart From Vision to Action Plan
  • 16. 16 Chapter 2 Visioning – a dance process of many steps ‘Lets Start from the very beginning’ We nowadays are often advised to “start with the end in mind.” Then work backwards to trace our road to success. Julie Andrews in her successful Broadway musical which was made into movie The Sound of Music,” sings, “Let us start from the very beginning. A very good place to start, when you sing you begin with Do, Re, Mi. . .” I would likewise like to begin for a change with our passion as the starting point of casting our vision. Vision, after all is a product of our spiritual passion. Our inner drive that makes us to dream dreams and create “miracles” not otherwise possible. Think of the many beautiful and creative invention and achievements of man. Think and reflect again on the nature of your organization. Your vision and mission statement. The missing ingredient towards attainment in all your quest could be the absence of a spiritual passion. Passionate spirituality is where it all starts. However, in the heat of the noon tide and the weariness and attrition of the day to day struggle, the flame of passionate spirituality can be diminished or extinguished. The discipline of personal passionate spirituality need to be more than intentional - though that is an excellent place to start. Our passion triggers the many good things in us. It helps us to face or selves, identity, the inner prompting and aspirations and at the same time recognize our realities and urgent priorities. Recapturing Our Spiritual Passion  Renew spiritual and emotional reserves, through observing intimate times with God and having personal retreats on a regular basis.  Make intentional decisions which reflect his Lordship. Choose God’s priorities in your time schedule. Learn to say “no.”  Maintain physical health through diet, rest and exercise.  Respond in immediate obedience to the prompting of the Spirit - however small.  Develop mentoring relationships. Pray for and find a spiritual mentor to meet with on a regular basis.  Discover and use the gifts God has given you. Nurture the fruit of the Spirit despite your circumstances.
  • 17. 17 SHAPING VISIONS TO REALITIES Characteristics of Powerful Visions To be a force in people’s hearts, a vision must: Be legitimate A vision can never be imposed on an individual or group. To have emotional power, a vision must be inwardly accepted as fully legitimate. This legitimacy can come from different sources, such as personal involvement in shaping the vision, or high regard for the leader or group propounding the vision. It should stretch beyond the limits of our current realities. It should push against the limits of what people have assumed to be possible. The vision’s very boldness becomes a major source of its power. Because the vision articulates a daring adventure with important outcomes, it gives people who participate in it a sense of adventure and significance. It provides opportunities for ‘heroic’ activities in which people can make important contributions and surpass what they thought were their personal limits. Renewal at the vision level can provide new direction and help galvanize action. A vision also cannot reveal what opportunities or dangers the outside world has in store over the next few decades. A vision statement is sometimes called a picture of your company in the future but it’s so much more than that. Your vision statement is your inspiration, the framework for all your strategic planning. A vision statement may apply to an entire company or to a single division of that company. Whether for all or part of an organization, the vision statement answers the question, “Where do we want to go?” What you are doing when creating a vision statement is articulating your dreams and hopes for your business. It reminds you of what you are trying to build. While a vision statement doesn’t tell you how you’re going to get there, it does set the direction for your business planning. That’s why it’s important when crafting a vision statement to let your imagination go and dare to dream – and why it’s important that a vision statement captures your passion. Unlike the mission statement, a vision statement is for you and the other members of your company, not for your customers or clients. When writing a vision statement, your mission statement and your core competencies can be a valuable starting point for articulating your values. Some visions are personal, some are borne from the struggle to survive. Some visions save countries while others find new ways of improving our daily lives. But the most important aspect of a vision is the person, or people, who raise it up for others to see. While "envisioners" are characterized as the seekers and wonderers, the vision itself must be grounded on the knowledge that all goals are attainable, if only one can muster the focus in their lives to seek them out. -- Wyman Effective leaders take time to cultivate vision from God and to help others embrace the vision as their own. A shared vision energizes people to work together toward a desirable, challenging and worthwhile target. Vision works by posing a collective challenge, aligning people’s efforts so that they self-organize without needing to be controlled, and generating a group spirit in which people acknowledge and
  • 18. 18 appreciate each other’s contributions in moving toward the vision. The characteristics of effective vision statement of highly effective organizations centered on three principal themes:  the mission or purpose;  the strategy for achieving the mission;  and the elements of the organizational culture necessary to achieving the mission and supporting the strategy. serious business Developing a vision, mission and values is a serious business. It takes time . And commitment. But it is worth it. Dee Hock reckons that starting from scratch it takes a year to do it properly. We certainly recommend a three day workshop for the top team – and then much consultation and further development to follow. Of course, for an existing company there is much already in existence, though it might not be recognised, and it might not be what you want! Vision A vision helps unite people towards a purpose. Creating and living a vision is the role of leaders in organisations. They have to espouse it and help others to believe it. Visions are aesthetic and moral, they come from within as well as outside. According to Disney, a successful vision accomplishes six goals:  gives a sense of the future  guides decision making and strategy  creates a shared purpose  provides guidelines that determine behaviour  inspires emotion  connects to values Mission A mission statement is a unifying statement of what an organisation is in business to do. It is a key reference point in the planning and implementation of change. A mission statement is a description of the organisation's key purposes. Values Values are the beliefs of an organisation, the expression of what it stands for and how it will conduct itself. Values are the core of an organisation's being. They underpin policies, objectives, procedures and strategies because they provide an anchor and a reference point for all things that happen.
  • 19. 19 And what about yourself? Indeed. Just the same applies to yourself. You would not set out on a journey without a compass. Or a map. Or a destination! So what about in life? Do you have a vision of your future, a mission in life? Have you explicitly identified your personal values. We have been working with groups and individuals for many years and always we seek to identify vision, mission and values – and then integrate them between individual and organisation. A personal mission statement. That gives you power. We use a range of tools, including the balanced scorecard and Robert Dilts' neurological levels, together with supportive questioning. VISION AND VALUES Your vision is defined by your values. Your values are those ideals that you cling to deeply - your core. The best vision is derived from a core of integrity, where inner values are given expression via the vision. Vision without values is chaotic. Values without vision is monastic. When values and vision match, a leader is set in motion. Be careful in determining your values! Don’t mistake surface concerns with underlying values. Be consistent with the culture & values of the organization The defining characteristic common to organizations was the intensity with which they managed their cultures. They instilled a strong, explicit sense of mission and shared values - and they worked constantly to reinforce deeply ingrained beliefs. Consistent, clear, and shared values affect personal and organizational effectiveness. Organizational values serve as the underpinning that directs and sustains this behavior. When people understand the desired culture - the values that support the purpose and strategy – they know what is expected of them. Values Statement are specific statement of belief or principle. Values may state what is believed to be ‘good,’ important or true. Values may explain rules of conduct for the organization. Values guide the organization in decision making; selecting its goals, objectives, strategies, tactics, activities, processes, outputs, outcomes, impacts, etc.; and evaluating its performance. Vision will be shaped and reshaped in the context of our culture and context, dreams and aspiration. Organizations crafted their values into simple and powerful Values Statement and include that as part of their Vision, Mission Statement. Be backed-up by a strategy and action plan For your organization to achieve its vision, there must be a pronounced strategy to give the operational logic for what the organization hopes to achieve. Strategy defines the organization and the distinctive competence that it has or plans to develop. Purpose and strategy alone does not have the power to enhance performance unless they lead us into into action, policy, and task related behavioral guidelines. Strategic plan often includes an analysis of an organization’s strengths and weaknesses and of the opportunities and threats presented by the external environment. There are clear distinctions between strategic plans and visions: whereas, for instance, the former are directional and work towards the future, visions are end-slate oriented and work backwards from the future.
  • 20. 20 A good vision:  Catches a glimpse of reality  Sets standards of excellence  Clarifies purpose and direction  Inspires people and organizations  Empowers people and focuses their work efforts  Challenges people and organizations to grow and relate their personal career and development.  Bridges the present and the future CASTING YOUR VISION Choosing to cast your vision is the first critical leadership choice and thus begins the work of leadership. Here are the works of vision casting: Verbalize clearly - if you can't say it clearly, you don't know it completely. You may think that the vision makes sense, but your mind will fill in the holes of the vision without you being aware. When you verbalize the vision, you’ve taken the important step of examining the holes and resolving them – for yourself and for others. Incubate carefully - once your learned how to say it, let it sit. Let it stew. Let it incubate. Incubation happens when you warm the vision. You warm the vision by holding it next to the heat of your values, ideas, other readings, research, etc. Share conspicuously -- talk to your trusted friends, what do they say about your vision. Internal thoughts allow us to see only so far. We must make use of others' eyes. This kind of sharing is different than casting the vision so that others buy into it. Implement cautiously - what are the first steps I should take to make the vision a reality. Look before you leap, but make sure you do some leaping! Casting your vision requires an element of risk, but don’t waste your vision by implementing haphazardly. Observe carefully - who and what are around me are available to help me fulfill this vision? Also, who in the organization will oppose the vision and why? Observation helps you think through the strategies for implementation. Never Give Up! - if you have cultivated a vision, never, never, never, never give up! The number one strategy for casting vision is to be persistent. Most visions are worthy of manifestation, but many go unrealized because leaders give up too early. Remember, the road is never crowded on the second mile. WORK ON YOUR VISION Vision is THE essential ingredient for a leader, both personally and for the organization you lead. As Kouzes and Posner put it in The Leadership Challenge: "Visions are like lenses. They focus unrefracted rays of light. They enable everyone concerned with an enterprise to see more clearly what is ahead of them." Many potential leaders miss out on the rewards of becoming a leader because they lack vision. Their lives are unfocused.
  • 21. 21 Vision Shared Strategy Developed Structure To be Built Skills Required People System installed From vision shared, strategy is developed and moves to preparing the structure with analysis of skills and people to finally develop system for implementation But this lack of focus hurts not only them, but those around them. Again, K & P put it well: "The vision of an organization acts as its magnetic north." SmartLeaders do not waste their lives on directionless activity rather they invest in a vision with purpose --providing the vision for their families, teams, groups, and companies. One last thing, a vision caster requires a vision catcher, but that's the subject of the next article, the third work of leadership: inviting others to join you!
  • 22. 22 CULTIVATING A VISION Where does vision come from? Vision can flow from a number of sources: - Experience: Because of what I have learned from the past, I have a vision for the future. - Inspiration: Because of an imaginative or spiritual spark, I have a vision for the future. - Analysis: Because of my analytical study, I have a vision for the future. The key point on vision is that it is unique to every leader. My vision must be cultivated out of experience, inspiration or analysis. If you borrow a vision, you are simply managing another person’s vision, you are not leading. To borrow a vision is to fail to lead. Vision often arises at just the right time. Therefore there are environmental factors related to vision. These environmental factors may include a conflict, an opportunity, a crisis, or a need. When confronted with one of these factors, a leader steps forth to offer vision and direction. In fact, the leader knows that such circumstances are ripe for vision, because people have a more urgent need for clear direction, guidance, and purpose during such trying times. The manager squelches trying times because she sees such times as interruptions in “business as usual.” Leaders value trying times because such interruptions are opportunities to get below business as usual and chart a new and better course. VISION WAITS ON YOU Once a person cultivates a vision there are only two options: containment or casting. A person who cultivates a vision but then contains that vision has failed to step into the leadership arena. Because her vision will affect only herself, she has chosen to accept mediocrity (and most likely will never be able to cultivate future visions). A person who cultivates a vision and then casts that vision has started a leadership journey into the unknown. The leadership journey promises not only growth and fulfillment but most likely the accomplishment of the vision. Guides in the process: 1. Live out the vision personally. 2. Speak with personal conviction and heart-felt enthusiasm. 3. Be positive. 4. Use a variety of settings to communicate. 5. Appeal to common values and beliefs. 6. Use images and examples. Tell stories to make the vision and values come alive. 7. Reduce the core of the vision down to a few sentences. 8. Use "we" as much as possible (rather than "I"). 9. Communicate ideas in several stages. 10. Balance advocacy and inquiry 11. Vision must be communicated effectively over time.
  • 23. 23 Chapter 3 Developing a mission statement MISSION A statement that specifies an organization’s ongoing work, circumscribes its role and delineates its responsibilities to achieve its vision. A clear mission statement defines an organization’s role by listing the general types of activities that the organization will undertake to achieve their vision. Peter Drucker's three "musts" of a successful mission 1 What is the organization’s role in the achievement of its vision? 2 What will be its settings for action? 3 What are the organization’s key capabilities and areas of expertise Questions to evaluate your mission statement 1 Does it fit within the vision and 2 Does it clarify the purpose of the organization? 3 Does it identify your ministry focus group? 4 Does it clarify the needs you seek to meet? 5 Does it identify 3-5 key ministry areas, describing how the mission will be accomplished? Checklist in writing a mission statememt: 1. Identify key words which describe why the organization exists. 2. Reflect on core values. 5. Assess your present situation 6. Determine your primary focus group 7. Formulate a culturally relevant philosophy of your organization. 8. Draft a potential mission statement for your organization 25-30 words. 9. Evaluate and rewrite your mission statement. 10. Popularize your mission statement in 5-10 words. Goals Once we have clarified our aspirations for the future we want to create (vision) and identified our role in achieving this vision (mission); the next step in a systematic planing process is to establish specific goals. In specifying goals, the key is to constantly relate them to the vision and mission. Without having a basis in vision, goals often discount the future and are merely reactions to current circumstances without leading to any larger purpose. Goals are specific tasks to fulfill the mission. They need to be feasible and accomplishable within a specific period of time. They need to be well-defined and have set schedules for completion. Most organizations are familiar with setting goals, but it is extremely important to set goals that align with the mission and vision. This is a difficult task, but if done correctly, the future can be married to the present. And this is the goal—to extend our conception of the present to include the future.
  • 24. 24 Values: "Who are you?" Core values describe the unique way people in an organization work and relate to one another. People and their organizations behave in ways which are generally consistent with their core values. Core values are validated only through behavior. A stated value which is not backed by behavior is an aspiration or preference, not a value. Most conflict is the result of differing values. Most strategic planning fails because values are not articulated early enough. Core values Core values are the 5-7 key statements which reflect the distinctive of a church. They describe the unique way which people in the church do its work and how they relate to each other in that work. Action Points 1 Identify important scriptural concepts which influence how you carry out your church's ministry. 2 Begin to write a list of potential core values. 3 Make sure each statement can be easily translated into actions. 4 Group similar statements together; highlight the ones which are most important. 5 Write a tentative list of 4-7 core values. 6 Check for completeness. 7 Does your list of core values reflect all essential facets of your church life and ministry? 8 Describe the specific behaviors which will demonstrate each core value in action.
  • 25. 25 Chapter 4 Really what is a vision and what does it do to us
  • 26. 26 Chapter 4
  • 27. 27 Chapter 4 Shaping vision to doable realities Vision Renewal "In everyone of the growing, healthy churches I have studied, there is a discernible link between the spiritual and numerical growth of those congregations and the existence, articulation and widespread ownership of God's vision for ministry by the leaders and participants of the church. Conversely, there is invariably a clear absence of vision in those congregations in which there is neither spiritual nor numerical growth taking place. Rarely in my research do I find such overt, black and white relationships." George Barna, The Power of Vision  Healthy churches grow and multiply. They reproduce disciples, leaders and churches in loving obedience to Jesus Christ. If a church is not growing, there is something wrong or unhealthy in her. We see this principle in God's creation. We don't beg a plant to grow if it is healthy; it grows all by itself. The church is compared to a body when functioning properly as a healthy body, it grows. Non growing churches need to admit that they are sick. Ask the help of the Great Physician, Jesus Christ, apply "therapy process".  Real growth is God-caused not man-made (ICor. 3:6-7, Mk 4:26-29). It is not artificial but a genuine work of the Holy Spirit when we put into practice solid-biblical principles for growth in our churches. God has already laid in every local church everything needed for growth. When these potentials are discovered, developed and released, then growth occurs supernaturally.  Healthy Churches have a vision! This is nothing new. But, where does the vision come from? Some suggest from the Pastor or leadership team. They cast the vision and convince or entice the people to follow. Others suggest it should come from the people. Actually, however, it is God's vision the church needs not the pastor's or the leadership's. The church's vision must come from God.  Healthy Churches have a vision given by God! But there is more. Does God only speak to pastors or leaders or does He speak to all members of the body? The scriptures make clear the priesthood of all believers. God speaks to the entire body! As the entire body listens, they can know God's vision for their ministry. When they discover it collectively, they own it and develop a passion to see it realized. Therefore...  Healthy Churches have a vision given by God, received and owned by all. The greatest thing a pastor or leader can do for the people is lead them in a discovery of the destiny God has for them. How can this be done? The Vision Renewal uses many methods to involve the entire congregation.  Healthy Churches have a vision given by God, received and owned by all, and effectively implemented. Churches can have the right vision but still not accomplish it. Vision Renewal provides an easy-to-follow structure that the leadership can use to monitor progress and sharpen the church's effectiveness. A suggested process of conducting Organizational Renewal A dynamic new process for casting visions, organizational renewal opens the way for people to work together in spite of differences of opinion, varying status, job, gender, and culture or ethnic background. The focus is discovering common ground and not problems solving.
  • 28. 28 Some of the most dramatic results have come from the various stakeholders who have dialogue and together see new possibilities. The process mobilizes people and resources while unleashing new creativity and energy. People who may have worshipped next to each other for years discover what unites them and in the process build relationships, trust and an exciting image of their shared future. Combined with a Future Search Conference it can transform an organization’s ability to; Expected Outcomes and Benefits  Unleash creativity  Strengthen/Form new relationships in the church  Discover common ground - shared vision  Develop short term action steps  Literally act out preferred future. Allowing people to experience their dream and literally step into their preferred future.  Jointly decide on a long-range action plan based on this dream. What is the VISION RENEWAL process? Vision renewal is a discovery process for churches to follow when they are not crystal clear on what God wants them to do and how he wants them to proceed. Just as a lack of direction in our personal lives can open us to greater dependence on God, so too a church experiencing vision uncertainty can have a renewed interest and passion to wait on God and discover His will. Consequently such uncertainty is not to be feared. Rather, it is an opportunity for the church to hear what God is saying in a fresh new way. At such times the church is much more willing to face itself honestly allowing the Holy Spirit to move with power. It is actually an opportunity for the church to hear from God in a fresh new way. In fact, hearing from God is a necessity if aggressive future ministry is to be realized. Why is VISION RENEWAL an important tool for the average church? Few churches have a clear ministry vision. Consequently they lack focus and enthusiasm in their ministries. In an effort to remedy their situation they often try to create a vision rather than discovering the one that God has for them. VISION RENEWAL offers a way for churches to listen to God collectively and discover His agenda, and the future He has for them. The result is a focused church with a realistic vision that makes a Kingdom impact. The Vision Renewal process provides a way for the entire church to face themselves, listen to God, each other and the community and discover exactly what He wants them to do. The result is a vision and plan rooted in reality and embraced by all.
  • 29. 29 How does VISION RENEWAL enable the church to realize the future God has for it? Vision renewal provides a way for the entire church' to discover together the Holy Spirit's agenda for them and their ministry. It allows the people and their leaders to listen to what God is saying and then organize themselves to do it. It leads the church step by step to a discovery of God's VISION for them by: 1 Calling them to face the truth about themselves and their community. 2 Calling them to pray for God's direction and leading. 3 Providing a congregational forum for the entire church to participate in recognizing Gods leading. (Vision and Goals). With clear vision and goals, VISION RENEWAL helps the church PLAN by coaching them in developing practical ways to accomplish the goals God has given. Lastly, VISION RENEWAL assists the church in translating their plan into MINISTRY. How does the VISION RENEWAL process insure congregational ownership? VISION RENEWAL insures congregational ownership by using tools that require the congregation to see and own their needs, realize their opportunities and identify their vision. How long does the VISION RENEWAL process take? Once (the church has approved the VISION RENEWAL track, the entire process takes thirty two weeks. This timeline may be extended if a church is in pastoral transition, or shortened if many of the stages have already been completed. The biggest question many churches have at this point is, "We don't have time. We need to do something now!" Churches are advised not move more quickly than suggested even if they feel they can do so. It takes time to work through the information that will be gathered. If the church moves too quickly, they will not own the conclusions. Also, churches are advised not to 'skip' any of the steps in the interests of time. Each step is there for a reason and each "20/20 Update" has a purpose. If you become selective, you may jeopardize your results. Spending less time may be a waste of time. Who implements the VISION RENEWAL process? The majority of work is carried out by a 20/20 Team, approved by the church, under the guidance of a 'coaching' leader. However, their work is of little value unless the congregation as a whole is included and valued in all decisions. Coach - The coach gives supportive leadership to the entire process. The coach can be a denominational leader or a lay facilitator who understands the process and has the respect of the congregation. He must have no agenda of his own and possess a commitment to help the church discover the Holy Spirit's agenda for them. He orients those participating in the process and is the unbiased chairperson of all Congregational Discovery Sessions. (If the Coach is from the church, he should be the leader of the 20/20 Team.)
  • 30. 30 20/20 Team - The 20/20 Team gathers information from the church and community by listening, organizes it in a meaningful way and shares it with the church. Like a mirror, the team reflects as accurately as possible, in an unbiased manner, exactly what the people have said. It does not 'tell' the church what its vision should be or even recommend one, rather it helps the church focus its vision and define the kind of plans required to carry out that vision. It is selected by the church and responsible to the church for the process. The 20/20 Team is usually composed of one person from the church board and four or five members at large. Leadership Board - The Leadership Board must understand the process and be responsible to recommend it to the membership. They must insure the VISION RENEWAL process is funded and adjust the church calendar so other events do not conflict with it. CONGREGATION - THE CONGREGATION MUST PRAYERFULLY CONSIDER ALL THE ISSUES AND INFORMATION BROUGHT TO THEM BY THE 20/20 TEAM. THROUGH THE FOUR CONGREGATIONAL DISCOVERY SESSIONS THE PEOPLE HAVE OPPORTUNITIES FOR LISTENING, SHARING AND REFLECTING. AFTER DISCUSSION AND PRAYER WITH EACH OTHER, THE CONGREGATION WILL MAKE DECISIONS ON THE BASIS OF THE LEADING OF THE HOLY SPIRIT.
  • 31. 31 PURPOSE AND VALUES SURVEYS The Purpose and Values Surveys contain a series of questions designed to remind the congregation of its purpose and enable it to communicate its values. Unless the church understands what it values, it will not be able to articulate a realistic Philosophy of Ministry. Facilitating a discussion and affirmation of corporate values in the congregation results in a Purpose and Philosophy of Ministry that belongs to them and is not just something handed down from the leadership in which they have had little, if any, input. Part I - Reflect On An Influential Church You Once Attended A. Circle up to ten things you really liked about this church. (Add if you wish.) 1. Good Music 10. Program for family 19. Bible Teaching 2. Community Outreach 11. Hospitality 20. Altar Calls 3. Practical Preaching 12. Emphasis on Prayer 21. People My Age 4. Meaningful Worship 13. Equipping For Ministry 22. Small 5. Friendly 14. Concern For Lost 23. Big 6. Location 15. Strong Caring Leadership 24. Mid Size 7. Care Groups 16. Clear Purpose 25. ________ 8. Accepting and Caring 17. Valued Lay Involvement 26 .________ 9. Missions Emphasis 18. Gift Based Ministry B. Following this church as an example, what do we need in our church now ? 1. Good Music 10. Programming for family 19. Bible Teaching 2. Community Outreach 11. Hospitality 20. Altar Calls 3. Practical Preaching 12. Emphasis on Prayer 21. People My Age 4. Meaningful Worship 13. Equipping For Ministry 22. _______ community surveys Community Surveys provide a way for the church to listen to its community. Often the church is so busy "doing" that it fails to listen to those it is trying to reach. Hearing the cry of the people and witnessing their lostness rarely fails to move hearts to once again realize they have "Good News" to offer a dying world. Discussing the findings in open meetings enables the church to understand its opportunity and responsibility. Because they have discovered it, they believe and own it. 1. Are you an active member of a local church? Y - N Attend: Y -N Church: _____ 2. What do you think is the greatest need that people have in our community? (Something the church needs to address) 3. Do you think most people would consider putting their children in a church children's club or Family Sunday School program? __ Yes __ No __ Maybe 4. What do you think are the greatest frustrations that people feel in this community?` __ loneliness __ lack of significance __ lack of child care __ marriage relationship __ lack of purpose __ guilt __ relationships with family __ spiritual emptiness __ raising family
  • 32. 32 THESE TOOLS, COMBINED WITH A PROPER PROCESS, ALLOW THE CONGREGATION TO KNOW THE TRUTH ABOUT THEMSELVES AND THEIR COMMUNITY. KNOWING AND OWNING WHAT "ALLOWS THE HOLY SPIRIT TO LEAD IN DISCOVERING WHAT "SHOULD BE". THE RESULT IS GOD'S VISION COMMITTED TO AND OWNED BY THE ENTIRE CHURCH.
  • 33. 33 ministry assessment questionnaires These tools allow a church to "take a picture" of itself on any given Sunday morning. They permit the congregation's members to express their feelings on their church's ministry confidently and confidentially. Everything from prayer, to organization and evangelism is covered. A church should select the Questionnaire most appropriate to its style of ministry. Worship 1 We have a sense of enjoying good worship together and a desire to work at it. 2 We focus on the "function" of worship and not just its "forms" (free to use various forms) 3 Our worship together produces a greater love for the Lord that results in a desire for personal witness. 4 Our preaching gives us a clear understanding of what God's Word is calling us to do or not to do. 5 Our style of music is balanced to the age groups and needs within our church. 6 Our people experience and share God's working in their lives and regular answers to prayer. 7 Prayer is practiced as an important part of the life and worship of the congregation The congregation's responses are then processed through custom designed software, showing visually the congregation's feelings. The results make possible significant congregational discussion and evaluation. In the end ;Weak Strong : : 1 2 3 4 5 6 ;
  • 34. 34 Chapter 5 The power of vision processed and shared
  • 35. 35 Chapter 6 A force in people’s heart
  • 36. 36 Chapter 7 Leaders personified – a product of vision Finding people with bold vision. A culture of shared strategy, with management visions complemented and ultimately reshaped by grassroots innovation, demands a consistent emphasis on finding people with the right psychological makeup for the resulting culture of autonomous action and assertiveness. Ken Lay sometimes described the challenge as finding a "game-breaking player" in each key job. As Hamel puts it, "You can't build a forever-restless, opportunity-seeking company unless you're willing to hire forever-restless, opportunity-seeking individuals." Defining the boundaries of your business very broadly so that new ideas aren't rejected out of hand as being "not what we do around here." To be sure, balance is important--Hamel, after all, is the co-author of the whole notion of core competencies--but a constantly-shifting strategy will inevitably test the limits of whatever boundaries an organization tries to set up. Internally, this means bashing away at stovepipes until organizations create "fluid organizational boundaries" within their walls. John Kotter’s 8-Step Change Process A Fast Guide from The Leadership Hub Professor John Kotter was named by BusinessWeek magazine, in a poll of US managers, as ‘The Number 1 leadership and change guru’.
  • 37. 37 His 1. create a sense of urgency 2. put together a strong enough team to direct the process 3. create an appropriate vision 4. communicate that vision broadly 5. empower employees to act on the vision 6. produce sufficient short-term results to give their efforts credibility and to disempower the cynics 7. build momentum and use that momentum to tackle tougher change problems and 8. anchor the new behaviour in the organisational culture “Each of these actions takes time. Step 1. alone, pushing up the level of urgency, may take months in a complacent organisation of any size. Formulating an appropriate vision or strategy may be done in weeks. But, it often requires 12 or even 24 months. 8. Institutionalise changes 7. Consolidate improvements 6. Plan for and Create short - term wins 5. Empower others 4. Communicate the vision 3. Create a vision 2. Form a powerful coalition 1. Establish a sense of urgency Kotter Õs 8 Steps for Managing Change Articulate a powerful rationale and business case for change Assemble a team with enough power & influence in the organisation to lead the change effort Create a compelling vision of the future to guide the direction of the change Use every possible vehicle to communicate the vision. Role -model new behaviours Remove obstacles to the change. Change systems, or structures that undermine the vision Plan visible quick -wins. Implement and recognise and reward employees involved Use credibility to change policies & procedures that don Õt fit vision. Recruit and promote employees who can implement vision Continually articulate the connections between the new way of working and corporate success. Weave new corporate style / culture into leadership development and succession planning 8-Step Change Process is widely used for transformational top-down change initiatives by large organizations. “In the most successful change efforts, leaders move through eight complicated stages,” says Professor Kotter, “in which they
  • 38. 38 So, how do I use this model to lead change ? Each stage of John Kotter’s 8-Step Model is explained a little more fully, with some examples, on his website called The Heart of Change. Click on the site link, http://www.theheartofchange.com . Then, once in the site, click on ‘The 8 Steps’. There are other useful examples from the book of the same name on the site, and a change insight tool you might find useful. Further Kotter resources: Kotter’s Harvard Business Review Article Leading Change: Why Transformation Efforts Fail. Click on the link here http://snipurl.com/whychangefails if you wish to download. Harvard charge a few dollars for this. The article goes into the 8 Stages. SOURCE: This Hub Fast Guide was put together for The Leadership Hub Community www.TheLeadershipHub.com by Hub members Phil Dourado www.PhilDourado.com and Joe Espana www.performance-equations.co.uk Core Values START: create a sense of urgency produce short- term results to disempower the cynics build momentum to tackle tougher change problems put a strong enough team to direct the process create an appropriate vision communicate that vision broadly empower employees to act on the vision anchor the new behaviour in the organisational culture Professor John Kotter’s 8-Step Change Process to transform organization
  • 39. 39 Values are traits or qualities that are considered worthwhile; they represent an individual’s highest priorities and deeply held driving forces. (Values are also known as core values and as governing values; they all refer to the same sentiment.) Value statements are grounded in values and define how people want to behave with each other in the organization. They are statements about how the organization will value customers, suppliers, and the internal community. Value statements describe actions which are the living enactment of the fundamental values held by most individuals within the organization. The values of each of the individuals in your workplace, along with their experience, upbringing, and so on, meld together to form your corporate culture. The values of your senior leaders are especially important in the development of your culture. These leaders have a lot of power in your organization to set the course and environment and they have selected the staff for your workplace. If you think about your own life, your values form the cornerstones for all you do and accomplish. They define where you spend your time, if you are truly living your values. Each of you makes choices in life according to your most important four – ten values. Why not take the time to identify what is most important to you and to your organization. Why Identify and Establish Values? Effective organizations identify and develop a clear, concise and shared meaning of values/beliefs, priorities, and direction so that everyone understands and can contribute. Once defined, values impact every aspect of your organization. You must support and nurture this impact or identifying values will have been a wasted exercise. People will feel fooled and misled unless they see the impact of the exercise within your organization. If you want the values you identify to have an impact, the following must occur.  People demonstrate and model their values in action in their personal work behaviors, decision making, contribution, and interpersonal interaction.  Organizational values help each person establish priorities in their daily work life.  Values guide every decision that is made once the organization has cooperatively created the values and the value statements.  Rewards and recognition within the organization are structured to recognize those people whose work embodies the values the organization embraced.  Organizational goals are grounded in the identified values. Adoption of the values and the behaviors that result is recognized in regular performance feedback.  People hire and promote individuals whose outlook and actions are congruent with the values.  Only the active participation of all members of the organization will ensure a truly organization-wide, value- based, shared culture. Although important aspects of your life and attention, these are not values: family, church, professionalism. If you define what you value about each of these, you are identifying the core value. As an example, the core value in family might be close relationships; in church, spirituality. The following are examples of values: ambition, competency, individuality, equality, integrity, service, responsibility, accuracy, respect, dedication, diversity, improvement, enjoyment/fun, loyalty, credibility, honesty, innovativeness, teamwork, excellence, accountability, empowerment, quality, efficiency, dignity, collaboration, stewardship, empathy, accomplishment, courage, wisdom, independence, security, challenge, influence, learning, compassion, friendliness, discipline/order, generosity, persistence, optimism, dependability, flexibility.
  • 40. 40 Chapter 8 Organizational Renewal – Prologue to Visioning Organizational renewal is basically taking a look at our vision in our quest to deepen and broaden our essential growth. Why vision renewal in our quest for essential growth in our church? Few churches have a clear ministry vision. Consequently they lack focus and enthusiasm in their ministries. In an effort to remedy their situation they often try to create a vision rather than discovering the one that God has for them. Vision renewal is an important process for the average church? •Vision Renewal Process (VRP) provides an easy-to-follow structure that the leadership can use to monitor progress and sharpen the church's effectiveness. •Healthy Churches have a vision! This is nothing new. But, where does the vision come from? Some suggest from the Pastor or leadership team. Actually, however, it is God's vision the church needs not the pastor's or the leadership's. •Healthy Churches have a vision given by God, received and owned by all. What is the Vision Renewal Process? What is the Vision Renewal What is the Vision Renewal Process? Vision renewal is a discovery process for churches to follow when they are not crystal clear on what God wants them to do and how he wants them to proceed. Such uncertainty is not to be feared. Rather, it is an opportunity for the church to hear what God is saying in a fresh new way. • The greatest thing a pastor and leaders can do for the people is lead them in a discovery of the destiny God has for them. • The church's vision must come from God. Healthy Churches have a vision given by God, received and owned by all. The greatest thing a pastor and leaders can do for the people is lead them in a discovery of the destiny God has for them.
  • 41. 41 • What is the Vision Renewal Process? Vision renewal is a discovery process for churches to follow when they are not crystal clear on what God wants them to do and how he wants them to proceed. Such uncertainty is not to be feared. Rather, it is an opportunity for the church to hear what God is saying in a fresh new way. The Vision Renewal Process provides a way for the entire church to face themselves, listen to God, each other and the community and discover exactly what He wants them to do. The result is a vision and plan rooted in reality and embraced by all. Vision Renewal Process provides a way for the entire church' to discover together the Holy Spirit's agenda for them and their ministry. It leads the church step by step to a discovery of God's VISION for them by: Lastly, vision renewal assists the church in translating their plan into MINISTRY. Growth churches have a vision given by God, received and owned by all, and effectively implemented. How does the vision renewal process insure congregational ownership? Vision Renewal Process insures congregational ownership by using tools that require the congregation to see and own their needs, realize their opportunities and identify their vision. How long does the vision renewal process take? Once (the church has approved the vision renewal track, the entire process takes thirty two weeks. This timeline may be extended if a church is in pastoral transition, or shortened if many of the stages have already been completed. Who implements the vision renewal process? The majority of work is carried out by a VRP Team, approved by the church, under the guidance of a ‘coaching' leader. However, their work is of little value unless the congregation as a whole is included and valued in all decisions. Leadership Board – Understand the process Responsible to recommend it to the membership. Insure the VRP is funded Adjust the church calendar so other events do not conflict with it. Congregation – Prayerfully consider all the issues and information brought to them by the VRP Team . Through the four Congregational Discovery Sessions listen, share and reflect. Make decisions on the basis of the leading of the Holy Spirit. VRP Team – Gathers information from the church and community by listening, Organizes it in a meaningful way
  • 42. 42 and shares it with the church. Like a mirror, reflects as accurately as possible, in an unbiased manner, exactly what the people have said. The VRP Team is usually composed of two person from the church board and four or five members at large. Coach – The coach can be a denominational leader or a lay facilitator who under- stands the process Has the respect of the congregation. He may be a member of the congregation or an outsider. He must have no agenda of his own Possess a commitment to help the church discover the Holy Spirit's agenda for them. Step6 Conduct another survey after 8-12 Mos Implement Change Dynamics • Change occur all around us • Methods and systems change but not theology and principles • No growth without change; no change without pain • Change for growth requirescourage • God works through the church to facilitate change OOrrggaanniizzaattiioonnss NNeeeeddss WWoorrkk TTeeaammss NNeeeeddss PPrrooggrraammss// PPrroojjeeccttss OOppeerraattiioonnaall OObbjjeeccttiivveess SSttrraatteeggiicc OObbjjeeccttiivveess PPeerrssoonnaall DDeevv NNeeeeddss RReellaattiinngg SSttrraatteeggiicc OObbjjeeccttiivveess wwiitthh OOrrggaanniizzaattiioonnaall NNeeeeddss TTaasskkss PPeeooppllee OOrrggaanniizzaattiioonnss NNeeeeddss WWoorrkk TTeeaammss NNeeeeddss PPeeooppllee OOrrggaanniizzaattiioonnss NNeeeeddss WWoorrkk TTeeaammss NNeeeeddss PPeeooppllee
  • 43. 43 Define your current Situation Seek for the Lord’s Perceive Plan for you Draft your vision/ Mission Statement Prepare Action Plan & general Schedule Review your core values Flow in Preparing Vision/Mission Vision: "Where are you going?" Mission: "How will you get there?" Values: "Who are you?" Outcomes: "Are you there yet?" Operationalizing Task & Schedules In pursuit of Vision Chapter 9 Vision Casting Process What is Vision A true vision must provide a clear image of a desirable future, one which represents an achievable, challenging and worthwhile long-range target toward which people can direct their energies." The ability to receive a vision from God, to develop a plan to see that vision come about and to guide or serve as reference to those around you through necessary change so that the vision becomes a reality is crucial to effective living. What does it do for us * focuses energy for greater effectiveness, * establishes meaning for today, * gives hope for the future, * brings unity to the family, or team and * raises commitment level from each. Your picture of the future should be consistent with your core values and ministry principles, and be based on an accurate view of God, self and the community around it. Characteristics A godly vision: catches a glimpse of reality from God's perspective recognizes God's desire to bless his people (Eph 3:20-21) flows out of God's redemptive purposes (Matt 28:18-20) "Seeing the benefits of vision can be a powerful motivation for individuals to reprioritize their activities and resources." George Barna,, The Power of Vision A personal vision statement expresses your understanding of God's call for your life – focusing on who you are and what you do.
  • 44. 44 seeks God's specific assignment sets standards of excellence clarifies purpose and direction inspires people and organizations bridges the present and the future Recognize God's involvement •Ask God to prepare your heart and open your eyes. •Discern and write your core values. •Expose yourself to needs and opportunities. •Understand your current situation and context. •Develop and evaluate future possibilities. •Write a vision statement •What are your short-term and long-term goals to enable your vision? •What obstacles could prevent you from realizing your vision?
  • 45. 45 Chapter 10 Developing Mission Statement Your personal vision statement guides your life. Your personal vision statement provides the direction necessary to guide the course of your days and the choices you make about your career. Your personal vision statement is the light shining in the darkness toward which you turn to find your way. Your personal vision statement illuminates your way. Write your personal vision statement as the first step in focusing your life - for your joy, your accomplishments, your contribution, your glory, and for your legacy. Exploration to Prepare to Write the Personal Vision Statement Use these questions to guide your thoughts.  What are the ten things you most enjoy doing? Be honest. These are the ten things without which your weeks, months, and years would feel incomplete.  What three things must you do every single day to feel fulfilled in your work?  What are your five-six most important values?  Your life has a number of important facets or dimensions, all of which deserve some attention in your personal vision statement.  Write one important goal for each of them: physical, spiritual, work or career, family, social relationships, financial security, mental improvement and attention, and fun.  If you never had to work another day in your life, how would you spend your time instead of working?  When your life is ending, what will you regret not doing, seeing, or achieving?  What strengths have other people commented on about you and your accomplishments? What strengths do you see in yourself?  What weaknesses have other people commented on about you and what do you believe are your weaknesses?
  • 46. 46 Craft Your Personal Vision Statement Once you have thoughtfully prepared answers to these questions and others that you identify, you are ready to craft a personal vision statement. Write in first person and make statements about the future you hope to achieve. Write the statements as if you are already making them happen in your life. Some experts recommend 50 words or less, but I would rather see you fully articulate the vision you want for your life and your future, than be limited by word count. Motivational speaker and writer, Brian Tracy, states that you generally accomplishment your written goals, dreams, plans, and vision. Writing them down lends power and commitment to their accomplishment. Keep in mind that your personal vision statement can also change over time, depending upon what is happening in your life. You will be amazed, however, at how many components remain consistent over time. I first articulated this vision for my life in 1984; this personal vision statement guides my life. My Personal Vision Statement My own personal vision statement includes such items as reading and writing every day; publishing books; sharing a lifetime of knowledge about people, management, and workplaces with a vast international audience; having a positive impact on every person with whom I come in contact; living daily a life dedicated to integrity, commitment, challenge, and joy; loving my husband and valuing my marriage; valuing a few close friends; valuing family relationships; being at all times aware of and engaged in my natural environment; inventing and writing about recipes and food; traveling the world to experience its richness; watching plays and movies; listening to music; never having to worry about spending money on anything I want; and walking by Lake Michigan. When I live and experience the components of my personal vision statement frequently, I feel inner peace and joy that knows no bounds. Your personal vision statement will have the same impact for you. Take the time to formulate answers to the above questions, and write your personal vision statement. Then, listen to your heart sing with the fullness of your articulated dreams. Our Shared Vision (Sample of a Family Vision) Seeing our family consistently live abundant Christian life, freed from all bondages of sins and of the past. We pursue excellence in business, career and chores towards financial sufficiency and support strategic ministries and people. We endeavor to build new family nucleus in order to have a godly heritage for the next generation for the glory of God! We are committed to a life of discipline, and dedication towards this Vision. We will therefore prepare a working action program and plan. Signed : ------------------------------- ------------------------------- ------------------------------- ------------------------------- Values
  • 47. 47 A value is an assumption upon which implementation can be extrapolated. A value system is a set of consistent values and measures. A principle value is a foundation upon which other values and measures of integrity are based. Values are considered subjective and vary across people and cultures. Types of values include ethical/moral values, doctrinal/ideological (political, religious) values, social values, and aesthetic values. It is debated whether some values are innate. [edit] Personal values Personal values evolves from circumstances with the external world and can change over time. Integrity in the application of values refers to its continuity; persons have integrity if they apply their values appropriately regardless of arguments or negative reinforcement from others. Values are applied appropriately when they are applied in the right area. For example, it would be appropriate to apply religious values in times of happiness as well as in times of despair. Personal values are implicitly related to choice; they guide decisions by allowing for an individual's choices to be compared to each choice's associated values. Personal values developed early in life may be resistant to change. They may be derived from those of particular groups or systems, such as culture, religion, and political party. However, personal values are not universal; one's family, nation, generation and historical environment help determine one's personal values. This is not to say that the value concepts themselves are not universal, merely that each individual possess a unique conception of them i.e. a personal knowledge of the appropriate values for their own genes, feelings and experience. [edit] Cultural values Groups, societies, or cultures have values that are largely shared by their members. The values identify those objects, conditions or characteristics that members of the society consider important; that is, valuable. In the United States, for example, values might include material comfort, wealth, competition, individualism or religiosity. The values of a society can often be identified by noting which people receive honor or respect. In the US, for example, professional athletes are more highly honored than college professors, in part because the society values physical activity and competitiveness more than mental activity and education. Surveys show that voters in the United States would be reluctant to elect an atheist as a president, suggesting that belief in God is a value. Values are related to the norms of a culture, but they are more general and abstract than norms. Norms are rules for behavior in specific situations, while values identify what should be judged as good or bad. Flying the national flag on a holiday is a norm, but it reflects the value of patriotism. Wearing dark clothing and appearing solemn are normative behaviors at a funeral. They reflect the values of respect and support of friends and family. Members take part in a culture even if each member's personal values do not entirely agree with some of the normative values sanctioned in the culture. This reflects an individual's ability to synthesize and extract aspects valuable to them from the multiple subcultures they belong to. If a group member expresses a value that is in serious conflict with the group's norms, the group's authority may carry out various ways of encouraging conformity or stigmatizing the non-conforming behavior of its members. For example, imprisonment can result from conflict with social norms that have been established as law..
  • 48. 48 Chapter 6 DEVELOPING STRATEGY STRATEGY is an integrated pattern of actions aimed at achieving an organization’s vision, mission or goals. Strategies are the most important coordinated sets of actions needed to achieve the vision. They are formulated to achieve the goals of an organization, in line with the mission and headed toward the vision. Strategies are best designed after a set of scenarios have been generated and an organization has clarified its vision, mission and goals. We recommend a four step process to developing and evaluating strategies: 1. Identify the key strategies that are currently being used by your organization. 2. Discuss how effective these strategies would be the 4 scenarios—are some current strategies highly “robust” in the sense that they would work well in most or all of the future circumstances portrayed by the scenarios? 3. Develop additional potential strategies for achieving the vision or the major goals derived from the vision. 4. An approach for enhancing creativity is to enter into each scenario and generate strategies that make sense in the conditions STRATEGIC ISSUE OR QUESTION— A statement of specific challenges facing an organization. Five general categories exist: 1 Threats to the organization’s existence and survival 2 Weaknesses that require resolution to achieve the organization’s vision and mission 3 Opportunities to achieve or address vision and mission goals, targets or milestones 4 Resolutions of conflicts that drain critical resources away from core competencies, mission activities and vision oriented strategies 5 Opportunities to build meaning and community through action Reflection Questions 1 Who is your ministry focus group? Trying to reach everybody in general is a wonderful way to reach nobody in particular. Effective organizations know their target audience(s). 2 What needs are you seeking to meet? 3 What will be considered good news to your ministry focus group? 4 How will you & your group meet their needs? 5 How will you accomplish your mission? 6 What are the 3-5 key key areas which will help you fulfill your purpose? 7 Do you have a strategic plan to implement your vision? Developing functional structures
  • 49. 49 In order to develop functional structures several things have to be looked at: Vision: "Where are you going?" Mission: "How will you get there?" Outcomes: "Are you there yet?" Ministry Flow Chart: "What are you doing in order to get where we're going?" Important Consideration:  Leaders setting aside regular times together to cultivate vision from God  Vision and values consistently and creatively reinforced during and corporate gatherings  Commitment to vision and values deepening  Perspective regularly renewed and priorities focused  Vision being translated into specific action plans Strategic planning Many aspects of an envisioned future can be influenced or changed by actions we can take today. For the Christian this is not simply projection-based planning, but realizing that through prayer and our relationship with God, we can be a catalyst to help bring about a future in alignment with God's will. The strategic planning process provides both the direction in which a person, church or organization should go and the energy to get it started. Scenarios are not predictions of the future. Rather, they encourage people to think about how to navigate successfully across the different circumstances that might be encountered. Scenarios are alternative descriptions or stories of how the future might unfold. They compile information about divergent trends and possibilities into internally consistent images of plausible alternative futures. Scenarios are designed to systematically explore future challenges and opportunities and aid in strategy development. In the process, they often provoke the imagination, raise fundamental questions, make explicit our deeply held values, and stretch our worldviews. Strategic planning is an organization's process of defining its strategy, or direction, and making decisions on allocating its resources to pursue this strategy, including its capital and people. Various business analysis techniques can be used in strategic planning, including SWOT analysis (Strengths, Weaknesses, Opportunities, and Threats ) and PEST analysis (Political, Economic, Social, and Technological analysis). Strategies are different from tactics in that: 1. They are proactive and not re-active as tactics are. 2. They are internal in source and the business venture has absolute control over its application. 3. Strategy can only be applied once, after that it is process of application with no unique element remaining. 4. The outcome is normally a strategic plan which is used as guidance to define functional and divisional plans, including Technology, Marketing, etc.
  • 50. 50 Strategic Planning is the formal consideration of an organization's future course. All strategic planning deals with at least one of three key questions: 1. "What do we do?" 2. "For whom do we do it?" 3. "How do we excel?" In business strategic planning, the third question is better phrased "How can we beat or avoid competition?". (Bradford and Duncan, page 1). In many organizations, this is viewed as a process for determining where an organization is going over the next year or more -typically 3 to 5 years, although some extend their vision to 20 years. In order to determine where it is going, the organization needs to know exactly where it stands, then determines where it wants to go and how it will get there. The resulting document is called the "strategic plan". It is also true that strategic planning may be a tool for effectively plotting the direction of a company; however, strategic planning itself cannot foretell exactly how the market will evolve and what issues will surface in the coming days in order to plan your organizational strategy. Therefore, strategic innovation and tinkering with the 'strategic plan' have to be a cornerstone strategy for an organization to survive the turbulent business climate. Contents [hide] [hide]  1 Vision, mission and values  2 Methodologies  3 Situational analysis  4 Goals, objectives and targets  5 Mission statements and vision statements  6 References  7 See also  8 External links [edit] Vision, mission and values Vision: Defines where the organization wants to be in the future. It reflects the optimistic view of the organization's future. Mission: Defines where the organization is going now, basically describing the purpose, why this organization exists. Values: Main values protected by the organization during the progression, reflecting the organization's culture and priorities. Strategic planning saves wasted time, every minute spent in planning saves ten minutes in execution. The purpose of individual strategic planning is for you to increase your return on energy, the return on the mental, emotional, physical and spiritual capital you have invested in your life and career.
  • 51. 51 Every minute an individual spends planning their goals, activities and time in advance saves ten minutes of work in the execution of those plans -- or so claim several experts.. Careful advance planning gives you a return of ten times, or 1,000% , on your investment of mental, emotional and physical energy. (The 100 Absolutely Unbreakable Laws of Business Success.) In any case, it is generally agreed that spending a meaningful period of time reflecting on strategy and goals before taking action is almost always a wise course of action for any individual or institution. [edit] Methodologies There are many approaches to strategic planning but typically a three-step process may be used:  Situation - evaluate the current situation and how it came about.  Target - define goals and/or objectives (sometimes called ideal state)  Path - map a possible route to the goals/objectives One alternative approach is called Draw-See-Think  Draw - what is the ideal image or the desired end state?  See - what is today's situation? What is the gap from ideal and why?  Think - what specific actions must be taken to close the gap between today's situation and the ideal state?  Plan - what resources are required to execute the activities? An alternative to the Draw-See-Think approach is called See-Think-Draw  See - what is today's situation?  Think - define goals/objectives  Draw - map a route to achieving the goals/objectives In other terms strategic planning can be as follows:  Vision - Define the vision and set a mission statement with hierarchy of goals  SWOT - Analysis conducted according to the desired goals  Formulate - Formulate actions and processes to be taken to attain these goals  Implement - Implementation of the agreed upon processes  Control - Monitor and get feedback from implemented processes to fully control the operation [edit] Situational analysis When developing strategies, analysis of the organization and its environment as it is at the moment and how it may develop in the future, is important. The analysis has to be executed at an internal level as well as an external level to identify all opportunities and threats of the new strategy. There are several factors to assess in the external situation analysis: 1. Markets (customers) 2. Competition 3. Technology 4. Supplier markets 5. Labor markets
  • 52. 52 6. The economy 7. The regulatory environment It is rare to find all seven of these factors having critical importance. It is also uncommon to find that the first two - markets and competition - are not of critical importance. (Bradford "External Situation - What to Consider") Analysis of the external environment normally focuses on the customer. Management should be visionary in formulating customer strategy, and should do so by thinking about market environment shifts, how these could impact customer sets, and whether those customer sets are the ones the company wishes to serve. Analysis of the competitive environment is also performed, many times based on the framework suggested by Michael Porter. [edit] Goals, objectives and targets Strategic planning is a very important business activity. It is also important in the public sector areas such as education. It is practiced widely informally and formally. Strategic planning and decision processes should end with objectives and a roadmap of ways to achieve those objectives. The following terms have been used in Strategic Planning: desired end states, plans, policies, goals, objectives, strategies, tactics and actions. Definitions vary, overlap and fail to achieve clarity. The most common of these concepts are specific, time bound statements of intended future results and general and continuing statements of intended future results, which most models refer to as either goals or objectives (sometimes interchangeably). One model of organizing objectives uses hierarchies. The items listed above may be organized in a hierarchy of means and ends and numbered as follows: Top Rank Objective (TRO), Second Rank Objective, Third Rank Objective, etc. From any rank, the objective in a lower rank answers to the question "How?" and the objective in a higher rank answers to the question "Why?" The exception is the Top Rank Objective (TRO): there is no answer to the "Why?" question. That is how the TRO is defined. People typically have several goals at the same time. "Goal congruency" refers to how well the goals combine with each other. Does goal A appear compatible with goal B? Do they fit together to form a unified strategy? "Goal hierarchy" consists of the nesting of one or more goals within other goal(s). One approach recommends having short-term goals, medium-term goals, and long-term goals. In this model, one can expect to attain short-term goals fairly easily: they stand just slightly above one's reach. At the other extreme, long-term goals appear very difficult, almost impossible to attain. Strategic management jargon sometimes refers to "Big Hairy Audacious Goals" (BHAGs) in this context.) Using one goal as a stepping-stone to the next involves goal sequencing. A person or group starts by attaining the easy short-term goals, then steps up to the medium- term, then to the long-term goals. Goal sequencing can create a "goal stairway". In an organizational setting, the organization may co-ordinate goals so that they do not conflict with each other. The goals of one part of the organization should mesh compatibly with those of other parts of the organization. [edit] Mission statements and vision statements Organizations sometimes summarize goals and objectives into a mission statement and/or a vision statement: While the existence of a shared mission is extremely useful, many strategy specialists question the requirement for a written mission statement. However, there are many models of strategic planning that start with mission statements, so it is useful to examine them here.
  • 53. 53  A Mission statement: tells you what the company is now. It concentrates on present; it defines the customer(s), critical processes and it informs you about the desired level of performance.  A Vision statement: outlines what a company wants to be. It concentrates on future; it is a source of inspiration; it provides clear decision-making criteria. Many people mistake vision statement for mission statement. The Vision describes a future identity and the Mission describes why it will be achieved. A Mission statement defines the purpose or broader goal for being in existence or in the business. It serves as an ongoing guide without time frame. The mission can remain the same for decades if crafted well. Vision is more specific in terms of objective and future state. Vision is related to some form of achievement if successful. A mission statement can resemble a vision statement in a few companies, but that can be a grave mistake. It can confuse people. The vision statement can galvanize the people to achieve defined objectives, even if they are stretch objectives, provided the vision is SMART (Specific, Measurable, Achievable, Relevant and Timebound). A mission statement provides a path to realize the vision in line with its values. These statements have a direct bearing on the bottom line and success of the organization. Which comes first? The mission statement or the vision statement? That depends. If you have a new start up business, new program or plan to re engineer your current services, then the vision will guide the mission statement and the rest of the strategic plan. If you have an established business where the mission is established, then many times, the mission guides the vision statement and the rest of the strategic plan. Either way, you need to know where you are, your current resources, your current obstacles, and where you want to go - the vision for the future.[citation needed] Features of an effective vision statement may include:  Clarity and lack of ambiguity  Paint a vivid and clear picture, not ambiguous  Describing a bright future (hope)  Memorable and engaging expression  Realistic aspirations, achievable  Alignment with organizational values and culture, Rational  Time bound if it talks of achieving any goal or objective To become really effective, an organizational vision statement must (the theory states) become assimilated into the organization's culture. Leaders have the responsibility of communicating the vision regularly, creating narratives that illustrate the vision, acting as role-models by embodying the vision, creating short-term objectives compatible with the vision, and encouraging others to craft their own personal vision compatible with the organization's overall vision. [edit] References  Bradford and Duncan, Simplified Strategic Planning,(Chandler House, 2000)  Kono, T. (1994) "Changing a Company's Strategy and Culture", Long Range Planning, 27, 5 (October 1994), pp: 85-97  P. Kotler, "Megamarketing", Harvard Business Review, (March--April 1986)  J. Naisbitt, Megatrends: Ten New Directions Transforming our Lives, (Macdonald, 1982)  T. Levitt, "Marketing myopia", Harvard Business Review, (July--August 1960)  M. Lorenzen, "Strategic Planning for Academic Library Instructional Programming." Illinois Libraries 86, no. 2 (Summer 2006): 22-29.
  • 54. 54  L. Fahey and V. K. Narayman, Macroenvironmental Analysis for Strategic Management&rdquo,(West Publishing, 1986)  R. F. Lusch and V. N. Lusch, Principles of Marketing, (Kent Publishing, 1987)  Brian Tracy, "The 100 Absolutely Unbreakable Laws of Business Success" (Berrett,Koehler Publishers, 2000)  Michele Rooney, "Career Strategies that Reap Results" Developing a vision, mission and values Developing a vision, mission and values is the foundation for long term success, as demonstrated by Collins & Porras in Built to Last, the Disney organisation, and Dee Hock at Visa. If a vision and mission is recognised by all stakeholders and affects every hiring, strategic decision and communication; its effect can be magic. Proof Just read Built to Last by James C Collins & Jerry I Porras – it is the one book that every manager should read. What makes the truly exceptional companies different from the other companies? Core values and a purpose, which are aligned through all recruitment, training, controls and decision making. How can Disney get 38,000 employees to operate as one, to react to thousands of different situations a day – yet consistently? Same answer. How did Dee Hock create an entirely new type of organisation, VISA, that now dominates financial transactions across the world with a seamless service? Same answer. A
  • 55. 55 Chapter 11 From Vision to Strategic Thinking Vision Statement A vision is a statement about what your organization wants to become. It should resonate with all members of the organization and help them feel proud, excited, and part of something much bigger than themselves. A vision should stretch the organization’s capabilities and image of itself. It gives shape and direction to the organization’s future. Visions range in length from a couple of words to several pages. I recommend shorter vision statements because people will tend to remember their shorter organizational vision. Vision Statement Samples "Year after year, Westin and its people will be regarded as the best and most sought after hotel and resort management group in North America." (Westin Hotels) "To be recognized and respected as one of the premier associations of HR Professionals." (HR Association of Greater Detroit) Personal Vision Statement Your personal vision for your life can be as simple as a couple of words or as lengthy as 200 or more items you want to attain or accomplish. Read more about creating your personal vision at:  Create a Personal Vision Statement  Does Your Work Serve Your Life? More of this article?  Part 1: Strategy and Vision Statements (You are here.)  Part 2: Mission Statements  Part 3: Values and Value Statements  Part 4: Value Statement Samples  Part 5: Strategies, Goals and Action Plans More Strategic Planning Resources  How to Implement Strategic Planning: Vision and Mission Statement, Values  Create Your Personal Vision Statement
  • 56. 56 Chapter 12 Strategic Plans to Action Planning 1 2 3 4 5 Next Suggested Reading About Strategic Planning Build an Organization Based on ValuesHow to Make Values Live in Your OrganizationGrow Your Strategic Human Resources Consulting Skills Suggested Reading About Strategic Planning How to Implement Strategic Planning: Vision Statement, Mission Statement, ValuesHow to Get a Seat at the Executive Table: Ten TipsLeadership Vision New posts to the Human Resources forums: LeavePerformance EvaluationTypical number of sick days? Related Articles How to Implement Strategic Planning: Vision Statement, ...Build a Strategic Framework: Mission Statement, Vision,...How to Implement Strategic Planning: Vision Statement, ...Strategic and Business Planning ResourcesLeadership Vision Sponsored Links Strategic PlanningExpert facilitation to chart a clear path to the futurewww.charliehawkins.com/ Strategic PlanningFree articles and information on innovation in strategic planningwww.innovationthink.com The Summit GroupSales training and development for applied business acumenwww.SummitValue.com Value Innovation PartnersLean Compliance & Pharmacovigilance Lean Business Simulationwww.vipgroup.us Get Your 2008 Plan DoneDevelop your strategic plan quickly and easily.www.MyStrategicPlan.com Sponsored Links Strategic PlanningExpert facilitation to chart a clear path to the futurewww.charliehawkins.com/ Strategic PlanningFree articles and information on innovation in strategic planningwww.innovationthink.com The Summit GroupSales training and development for applied business acumenwww.SummitValue.com
  • 57. 57 Value Innovation PartnersLean Compliance & Pharmacovigilance Lean Business Simulationwww.vipgroup.us Get Your 2008 Plan DoneDevelop your strategic plan quickly and easily.www.MyStrategicPlan.com
  • 58. 58 Chapter 13 Visions Afresh and Enflesh Strategic Perspective and Leadership Strategic perspective confers enormous power on leaders: _ Instead of iterating in the vicinity of a solution—but never converging on it—a person with strategic perspective cuts to the heart of a problem and sees the relationships between key elements. _ Strategic perspective makes it possible to articulate ideas that are clear and compelling—ideas that others willingly follow. Personality, charm, and energy all contribute to effective leadership. Yet, leaders with strategic perspective think bigger thoughts, reduce complexity to clarity, know when to move from the general to the specific, and communicate their thoughts to others in convincing ways. All of these people had what we call strategic perspective, a talent that is essential for business or ministry leaders. By strategic perspective we mean the “big picture” and the important issues it encompasses. A person who has strategic perspective creates clarity out of complex and seemingly disconnected details. An executive with strategic perspective, for example, understands the competitive forces shaping his industry, where that industry is headed, and his company’s opportunities to succeed—if not dominate. It’s as if he were simultaneously observing the industry and his company from the inside and the outside. That executive can feel the winds of change, sense points of conflict and opportunity, and articulate in concrete and compelling terms how they can be addressed. Are people born with a capacity for strategic perspective? In part. But they also extend and develop their capacity naturally through age and experience. One of the things we’ve tried to do is to find ways to help our younger colleagues accomplish this faster and to higher levels. This has resulted in an in-house course that defines the elements of strategic perspective and promotes five habits that improve capability over time. This experience has convinced us that nearly anyone can improve by knowing what to practice, knowing how to practice, and practice itself. STRATEGIC NON-STRATEGIC STRATEGIC VERSUS NON STRATEGIC PERSPECTIVE STRATEGIC NON STRATEGIC PERSPECTIVE  Broad view with zoom-in  Narrow view  Abstract with powerful engagement of the imagination  Concrete with no engagement of the imagination  Abstraction illustrated with concrete examples  Concrete illustration only  Important, non-intuitive, framework- breaking ideas  Generally understood ideas that fit within consensus framework  Embraces alternatives and uncertainties  Embraces neither alternatives nor uncertainties
  • 59. 59  Aims to achieve an over-arching goal  Focuses on supporting goals
  • 60. 60  Companies whose employees understand the mission and goals enjoy a 29 percent greater return than other firms (Watson Wyatt Work Study).  U.S. workers want their work to make a difference, but 75% do not think their company's mission statement has become the way they do business (Workplace 2000 Employee Insight Survey). FIVE HABITS OF HIGHLY STRATEGIC THINKERS Tom Keelin and Robin Arnold Habit 1: Get into the Game - to win, one must engage in the struggle to win. Habit 2: Embrace Confusion and Contradictory Thoughts – something creative could come out of contradictory ideas. Habit 3: Cultivate Calmness of Mind - an inner calm even in highspeed, stressful situations. Habit 4. Manage Your Thoughts - Thoughts sometimes tumble out like popcorn. Habit 5. Cultivate Clarity of Expression - Managing your thoughts requires a discipline for dismissing time-wasting, distracting, or irrelevant thoughts. Robin Arnold is CEO of the Strategic Decisions Group and based in its London office, where he specializes in strategy development and technology planning. Tom Keelin is a director of the Strategic Decisions Group (SDG) and is based in the firm’s Menlo Park office. He has led SDG’s strategy, life sciences, and utility practice areas. He is also a director of the Decision Education Foundation, a not-for-profit organization dedicated to helping youth develop good decision-skills. "Teamwork is the ability to work together toward a common vision. The ability to direct individual accomplishment toward organizational objectives. It is the fuel that allows common people to attain uncommon results." Compass AE collaborative principle: When a project team collaboratively builds and connect with their Tangible Vision, their team morale is also being built. Explanation: When the team collaboratively sees the goal, its rewards and the steps that are required to get there, they unifies with it, When they succeed , the team morale is enhanced. Tools for Vision Here are some rudimentary tools you can use to sharpen your time management methods, and envisioning skills. Many of these have been summarized from popular sources (e.g., Day Timers). Thoms and Greenberger suggest that you create your own exercises that focus on particular areas for growth. But, at the same time, don't put too much stock in these exercises. The head can never replace what is not in the heart. Vision Definition Four Dimension Vision Exercises Action Points for Effective Leadership Transformational Leadership Leadership with Vision
  • 61. 61 14. Some difficulties to anticipate Glossary and index
  • 62. 62 Visions Quotes: Denis Waitley: A dream is your creative vision for your life in the future. You must break out of your current comfort zone and become comfortable with the unfamiliar and the unknown. Antoine De Saint-Exupery: A rock pile ceases to be a rock pile the moment a single man contemplates it, bearing within him the image of a cathedral. Rosabeth Moss Kanter: A vision is not just a picture of what could be; it is an appeal to our better selves, a call to become something more. Lucas Hellmer: Aim not for what you are, but for what you could be. Julius Caesar: As a rule, men worry more about what they can't see than about what they can. George Bernard Shaw: Better keep yourself clean and bright; you are the window through which you must see the world. Sam Walton: Capital isn't scarce; vision is. Napoleon Hill: Cherish your visions and your dreams, as they are the children of your soul, the blueprints of your ultimate achievements. George Bernard Shaw: Do not follow where the path my lead. Go instead where there is no path and leave a trail. Adlai E. Stevenson: Every age needs men who will redeem the time by living with a vision of the things that are to be. The doors of wisdom are never shut. -Benjamin Franklin In this life we cannot always do great things. We can only do small things with great love. -Mother Teresa All the adversity I've had in my life, all my troubles have strengthened me...you may not realize it when it happens, but a kick in the teeth may be the best thing in the world for you. -Walt Disney The time is always right to do the right thing. -Martin Luther King, Jr.
  • 63. 63 There is only one way to succeed in anything, and that is to give everything. I do and I demand that my players do. -Vince Lombardi Recession is when a neighbor loses his job. Depression is when you lose yours. -Ronald Reagan Happiness is when what you think, what you say, and what you do are in harmony. -Mahatma Gandhi Failure is only the opportunity to begin again more intelligently. -Henry Ford The future belongs to those who believe in the beauty of their dream. -Eleanor Roosevelt Example is not the main thing in influencing others. It is the only thing. -Albert Schweitzer Do what you can, with what you have, where you are. -Theodore Roosevelt Vision is "a mental model of a future state of a process, a group, or an organization." -- Burt Nanus A vision is a cognitive image of the future which is positive enough to members so as to be motivating and elaborate enough to provide direction for future planning and goal setting. --Thoms/Greenberger Visions that work are clear so they can easily be understood and acted upon by everybody that is asked to follow it. Every aspect of the mission statement should be enforced by a compelling need through shared problems, goals, and aspirations. The essential points of the vision should be so tightly focused that they challenge your audience to challenge themselves. Ask people to participate, not to just follow. Empower them by allowing them to share ownership in an optimistic future; one bearing positive attitudes and a meaningful opportunity for success. Wyman/Russell MOVIES FOR LEADERS WHO CAST VISION Pirates of Silicon Valley Steve Jobs: They think they're the revolutionaries. They're not. We're the real revolutionaries. The Blues Brothers Elwood Blues: It's 106 miles to Chicago, we've got a full tank of gas, half a pack of cigarettes, it's dark and we're wearing sunglasses. Jake Blues: Hit it! I Have A Dream: Martin Luther King, Jr The "I Have A Dream" speech in its entirety plus rare footage of this visionary leader.
  • 64. 64 White Hunter, Black Heart Eastwood captures vision unbridled by values Searching for Bobby Fisher Fred: You know you could give up the game, and that would be alright with me. In fact, I want you to give it up. Josh: But I can't. Fred: Why not? Josh: Because I have to play. *I* have to. Want to suggest a movie? Send your suggestions to: movies@smartleadership.com