Co creating the vision and making people rally around - here are tips to inspire and achieve the vision . One man's dream and many who share that can work wonders

1. DR.SARMA
10 OCTOBER 2012
DR.SARMA/OCTOBER 2012 1

2. PRESENTATION OBJECTIVES
1. Appreciate how “self-limiting” mental
models weaken creativity and thinking
processes.
2. Appreciate an alternative way to defining
Vision
3. Understand the concept of shared vision
and its importance
DR.SARMA/OCTOBER 2012 2

3. Old or young
woman- what
do you see?
Paradigm
paralysis or
paradigm
pliancy?
DR.SARMA/OCTOBER 2012 3

4. LIFE FROM MANY ANGLES
Is there only one way to see
things?
Is there only one TRUTH?
How can we develop
multiple perspectives?
DR.SARMA/OCTOBER 2012 4

5. we can make
a difference
if only
we think we
can?
DR.SARMA/OCTOBER 2012 5

6. OUR PRESENT ECONOMIC
SYSTEM IS “PERFECTLY”
DESIGNED TO PRODUCE
OUR PRESENT MEDIOCRE
RESULTS!
IF WE WANT THE SAME
RESULTS, LET US KEEP THE
SYSTEM.
MILLIONS OF DOLLARS
AND LOADS OF POLICIES
YET POVERTY NEVER GOES
AWAY WHY?
DR.SARMA/OCTOBER 2012 6

7. DR.SARMA/OCTOBER 2012 7

8. IF NEED TO CHANGE
CHANGE MENTAL
MODELS
REFORM MINDSETS
ELIMINATE BIASES
DR.SARMA/OCTOBER 2012 8

9. POWER OF SHARING
Co creation Can make
extraordinary things
happen
DR.SARMA/OCTOBER 2012 9

10. ON EYESIGHT AND VISION
“There is nothing
more pathetic than a
man with eyesight but
has no vision”.
Helen Keller
DR.SARMA/OCTOBER 2012 10

11. WHAT ARE SELF-LIMITING MENTAL MODELS?
HOW DO THEY INFLUENCE OUR THINKING
PROCESSES?
Self-limiting
mental models
are
assumptions or
beliefs that
“define” what is
“easy to do,
“possible”,
“realistic” or
“achievable”
and restrict
what people DR.SARMA/OCTOBER 2012 11
aspire for.

12. “ I WILL BE
HAPPY WITH
JUST ONE
MORE COW!
DR.SARMA/OCTOBER 2012 12

13. MANY IDEAS MET WITH OPPOSITION
“Who the hell
wants to hear
actors talk?
Harry Warner, Warner Brothers,
1927On introduction of sound
for film
DR.SARMA/OCTOBER 2012 13

14. “THERE IS NO LIKELIHOOD THAT MAN CAN
EVER TAP THE POWER .
IF SOMEONE DID NOT THINK DIFFERENTLY
WORLD WOULD HAVE BEEN DARKAR
DR.SARMA/OCTOBER 2012 14

15. “I THINK THERE IS A WORLD MARKET FOR ABOUT
FIVE COMPUTERS.”
Thomas
Watson Jr.
Founder and
Chairman of
IBM, 1943
DR.SARMA/OCTOBER 2012 15

16. “EVERYTHING THAT CAN BE INVENTED HAS BEEN
INVENTED.”
Charles H. Duell, Commissioner, US Office of Patents,
urging President William McKinley to abolish the
patents office, 1903.
DR.SARMA/OCTOBER 2012 16

17. “HORSES ARE HERE TO STAY. THE AUTOMOBILE IS ONLY A
NOVELTY, A FAD.”
President, Michigan Savings Bank, advising Henry
Ford’s lawyer not to invest in Ford Motor.
Disregarding the advice, the lawyer invested $5,000
which he later sold for $12.5 million.
DR.SARMA/OCTOBER 2012 17

18. FROM 1977: THERE IS NO REASON FOR ANY
INDIVIDUAL TO HAVE A COMPUTER IN HIS HOME.
FROM 1992: PEOPLE WILL GET TIRED OF
MANAGING PERSONAL COMPUTERS AND WILL
WANT INSTEAD TERMINALS, MAYBE WITH
WINDOWS
Ken Olsen, President, Digital
Equipment, 1977
DR.SARMA/OCTOBER 2012 18
Compaq now owns Digital

19. Leadership
starts with
vision.
dedication and
determination.
Strong leaders
challenge the
status quo
DR.SARMA/OCTOBER 2012 19

20. YOUR LEADERSHIP LESSON STARTS WITH A VISION.
Erik Weihenmayer climbed Mt. Everest in 2001
He is completely blind!
DR.SARMA/OCTOBER 2012 20

21. WHO DARES WINS!
“It is not that things are difficult that we do not
dare, it is because we do not dare that
things are difficult!”
Seneca
Roman Philosopher
16 BC
DR.SARMA/OCTOBER 2012 21

22. Which level do leaders operate?
Beyond Imagination
That’s Impossible
Looks Difficult
Easy to do
DR.SARMA/OCTOBER 2012 22

23. Evidence-based thinking and science of
the day
Science
X Y
Solutions
Problems
DR.SARMA/OCTOBER 2012 23

24. What happens when the problem lies
outside of the science of the day?
X
Science
Problems Y
Solutions ?
DR.SARMA/OCTOBER 2012 24

25. What happens when the problem lies
outside of the science of the day?
That’s difficult!
That’s impossible!
That’s beyond
X imagination!
Science
Problems Y
Solutions ?
DR.SARMA/OCTOBER 2012 25

26. OUR BEST THINKING GOT US HERE.
The problems that we face cannot be solved by the same level of thinking
that created them.
Albert Einstein
DR.SARMA/OCTOBER 2012 26

27. We need to find solutions outside of the
framework of the day!
Y
X
Solutions
Science
Problems
DR.SARMA/OCTOBER 2012 27

28. SCIENCE VALUES INTUITION AND
IMAGINATION TOO!
“Imagination is more important than knowledge.”
Albert Einstein
DR.SARMA/OCTOBER 2012 28

29. Where do leaders operate?
Science ten years from now
Tomorrow’s science
Today’s science
X Y
Solutions
Yesterday’s
Science
Problems
DR.SARMA/OCTOBER 2012 29

30. WHAT IS DIFFICULT? IMPOSSIBLE?
BEYOND IMAGINATION?
We the humans are in two
different stages of
development
One lacks vision and other
driven by power of positive
vision
DR.SARMA/OCTOBER 2012 30

31. WE DO NOT REACH VISIONS, WE CREATE
THEM.
“The future is not a result of a choice among alternative
paths offered by the present, but a place that we create,
first in the mind, next in will, then in action. The future is
not some place where are going, but a place we are
creating. We do not discover the paths but make them,
and the action of making the future changes both the
maker and destination.”
John Schaar
DR.SARMA/OCTOBER 2012 31

32. HOW MUCH CAN A PERSON ACHIEVE?
Unlikely more than the vision.
We can turn things around and
say,
a vision limits what we can do!
DR.SARMA/OCTOBER 2012 32

33. THE ONLY TRUE LIMITS ARE THE ONES THAT THE
MIND ACCEPTS.
Thomas Edison failed 10,000 times before
he perfected the light bulb!
Abraham Lincoln lost 8 elections (local)
before he became President of the
United States!
DR.SARMA/OCTOBER 2012 33

34. “There are no rules here, we are
trying to achieve something!”
Thomas Edison
DR.SARMA/OCTOBER 2012 34

35. HOW DO WE USUALLY DEFINE
PROBLEMS”?
1. “Deviation from a norm” or impossible”
2. Existing tool box
- skills-ability to do
- attitude-willingness to do
3. Knee-jerk “this way and only way”
DR.SARMA/OCTOBER 2012 35

36. DEVIATION FROM THE “NORM”
. Who determines the “norm”? CEO?
1
2. What if “norm” is the source of the
problem?
3. Restoration of “norm” is system
maintenance not improvement
DR.SARMA/OCTOBER 2012 36

37. USE EXISTING SOLUTIONS - WHEN WE HAVE A
HAMMER, EVERYTHING LOOKS LIKE A NAIL!
1. Manager - everything is a Employee problem.
2. Employee- everything is a management
problem.
3. CEO- everything is a capability problem.
4. Clients-everything is delivery problem.
DR.SARMA/OCTOBER 2012 37

38. CONSTRAINED BY LACK OF RESOURCES-
CANNOT BRING IN CHANGE
1. Resources are universal constraints -
when will we ever have enough?
2. Are we using existing resources
effectively?
3. How resourceful are we?
DR.SARMA/OCTOBER 2012 38

39. IS THERE ALTERNATIVE WAY TO DEFINING
PROBLEMS?
Define problems in terms of why there is
a difference between what we want
(shared vision) and what is happening
(current situation) and how to bridge
this gap
DR.SARMA/OCTOBER 2012 39

40. APPROACH REQUIRES TWO THINGS
1. need to know clearly what we
want.
2. need to know clearly what is
happening now.
DR.SARMA/OCTOBER 2012 40

41. LEADERSHIP PRINCIPLE
Effective leaders inspire a shared vision.
A shared vision is a picture of a desired future that all stakeholders want to
create. The emphasis is on shared, not on vision.
DR.SARMA/OCTOBER 2012 41

42. THINK LIKE ARCHITECTS, NOT LIKE MECHANICS.
PROBLEM SOLVING MIND SET IS DIFFERENT FROM THAT
OF CREATING SOMETHING NEW!
Mental creation must come first than physical creation
DR.SARMA/OCTOBER 2012 42

43. FEW QUESTIONS TO BE ASKED BY CEO
1. Have we shared vision in our organization?
2. Is there personal vision and shared?
3. Can everyone relate and identify with
shared vision of the organisation ?
4. If there is no alignment why?
DR.SARMA/OCTOBER 2012 43

44. THEN COMES STRATEGY
Four levels of strategy
1. Grand strategy
2. Strategy
3. Operational strategy
4. Tactics
DR.SARMA/OCTOBER 2012 44

45. GRAND STRATEGY DEFINES EVERYTHING
Should we go to war? If aim is
to leap frog market share
Who is our enemy? Who the
nearest competition is
Who are our internal allies?
What price do we want to pay
if we fail?
DR.SARMA/OCTOBER 2012 45

46. DECLARING WAR MAY TAKE TIME!
WWII - Roosevelt, Stalin, Churchill
It took the US two years after Nazi Germany invaded parts of Europe before
it declared war!
DR.SARMA/OCTOBER 2012 46

47. HOW DO STRATEGY CONCEPTS COMPARE
WITH MILITARY CONCEPTS?
Grand strategy Shared vision
Strategic level Policy
Operational level Program strategy
Tactical level Process and campaign
strategy
DR.SARMA/OCTOBER 2012 47

48. HOW DO HEALTH STRATEGY CONCEPTS COMPARE
WITH MILITARY CONCEPTS?
Grand strategy Shared vision
Strategic level Policy
Operational level Program strategy
Tactical level Campaign strategy
DR.SARMA/OCTOBER 2012 48

49. HOW DO HEALTH STRATEGY CONCEPTS COMPARE
WITH MILITARY CONCEPTS?
Grand strategy Shared vision
Strategic level Policy
Operational level Program strategy
Tactical level Campaign strategy
DR.SARMA/OCTOBER 2012 49

50. HOW DO STRATEGY CONCEPTS COMPARE
WITH MILITARY CONCEPTS?
Grand strategy Shared vision
Strategic level Policy
Operational level Program strategy
Tactical level Campaign strategy
DR.SARMA/OCTOBER 2012 50

51. “I HAVE A DREAM!”
It took one man to dream big
Martin luther or Gandhi
DR.SARMA/OCTOBER 2012 51

52. HE DID NOT SAY….“I HAVE A “STRATEGIC PLAN!”
DR.SARMA/OCTOBER 2012 52

53. WHAT IS SHARED VISION?
Emphasis is on shared not on vision.
Description is in the present tense.
Must be easy for people to draw mental picture of that
future state
DR.SARMA/OCTOBER 2012 53

54. KEY PURPOSE OF A VISION
Generate new levels of
inspiration and energy to
change the current situation
and create a new future.
DR.SARMA/OCTOBER 2012 54

55. TYPES OF VISIONS
Personal - What do I want to
happen or create?
Shared - What do we want to
happen or create?
DR.SARMA/OCTOBER 2012 55

56. PERSONAL AND SHARED VISION
Shared visions emerge from personal visions.
Personal visions come from an individual’s deep caring.
Shared visions come from a common caring.
DR.SARMA/OCTOBER 2012 56

57. CONVENTIONAL APPROACH TO “STRATEGY
DEVELOPMENT”
1. Where are we now? 1. Situation analysis
2. Where do we want
to go? 2. Strategic objectives
3. How do we get
there?
3. Strategy partners
DR.SARMA/OCTOBER 2012 57

58. DISADVANTAGES OF COMMON PRACTICE
1. Situation analysis is often more descriptive
(indicators list) and less analytical.
2. “Visions” are set lower because reference point is
the current situation (often depressing).
3. Encourages only incremental changes, not
fundamental ones.
DR.SARMA/OCTOBER 2012 58

59. SHOULD VISIONS BE BASED ON SITUATION
ANALYSIS?
Should we want only what we
can have
given the current situation?
Should we aim for what we
truly want and change the
current situation?
DR.SARMA/OCTOBER 2012 59

60. AN ALTERNATIVE WAY
1. Where do we want to go?
2. Where are we now?
3. Why is there a difference?
4. What needs to change?
5. How do we get there?
DR.SARMA/OCTOBER 2012 60

61. AN ALTERNATIVE WAY - DIFFERENT LANGUAGE
1. What do we want to happen?
2. What is happening now?
3. Why is there a difference?
4. What needs to change?
5. How do we nurture change and accountability?
DR.SARMA/OCTOBER 2012 61

62. COMPARISON
Current practice Alternative way
Shared vision
Situation Situation statement
analysis Root cause analysis
Strategic objectives
Strategy Strategic objectives
Strategy
DR.SARMA/OCTOBER 2012 62

63. ADVANTAGES OF THE NEW WAY
Shared vision clarifies what is
1.
important and empowers people to
take initiative.
2. Nurtures analytical thinking.
3. Encourages focus and creativity.
4. Highlights the need for change.
5. Forces confrontation of the “dragons”.
DR.SARMA/OCTOBER 2012 63

64. WHAT DO YOU WANT TO
HAPPEN?
REACH THE CASTLE OR
FOCUS ON DRAGONS?
DR.SARMA/OCTOBER 2012 64

65. ARE YOU AVOIDING THE
DRAGONS?
SET MILESTONE FOR
PROGRESS?
Smart
objectives
Mile stones
DR.SARMA/OCTOBER 2012 65

66. SMART STRATEGIC OBJECTIVES
Specific
Measurable
Action-oriented
Realistic
Time bound
DR.SARMA/OCTOBER 2012 66

67. TO IMPROVE YOUR SCORE, KEEP
EYE ON THE BALL!
Are people engaged in “target
chasing”?
A “revenue number ” is not the
ball.
It is the score!
DR.SARMA/OCTOBER 2012 67

68. SHARED VISIONARIES ASK:
What do we want to happen?
Or What do we want to create?
NOT
What is feasible given present
conditions?
DR.SARMA/OCTOBER 2012 68

69. HOW “BIG” SHOULD OUR VISION BE?
The answer is how deeply do we care?
How much are we willing to
change?
Every vision has a price.
If stakeholders really want something,
they must be willing to pay the price.
DR.SARMA/OCTOBER 2012 69

70. HOW “BIG” SHOULD VISION BE?
1. “ Floor setting” - “At least”
we should…..
2. “Go for ceiling” - What we
truly want “no matter what ”.
DR.SARMA/OCTOBER 2012 70

71. AT LEAST TO
MOVE
CLOSER TO
THE CASTLE
SO I CAN
RESCUE MY
FAMILY IN
PRISON.
DR.SARMA/OCTOBER 2012 71

72. TO RESCUE
OUR
Shared
FAMILIES, NO
Vision
MATTER
WHAT!
DR.SARMA/OCTOBER 2012 72

73. KEY QUESTION
What would we do if we were not afraid?
DR.SARMA/OCTOBER 2012 73

74. GREAT PEOPLE WITH VISION
Vision
“Care for the dying”
Initial reaction
“You will die yourself”
Price paid
Life of sacrifice
DR.SARMA/OCTOBER 2012 74

75. GANDHI
Vision
“An independent India”
Initial reaction
“But that will never happen!”
Price paid
His life.
DR.SARMA/OCTOBER 2012 75

76. FOUNDER OF PAKISTAN - JINNAH
Vision - A new country -
Pakistan
Initial reaction -
“ But that is impossible!”
Price - Struggle and much
suffering
DR.SARMA/OCTOBER 2012 76

77. ABRAHAM LINCOLN
Vision
“No man should be a
slave. Everyone man is
created equal. ”
Initial reactions
“You are going to break
the nation apart!”
Price paid
His life
DR.SARMA/OCTOBER 2012 77

78. NELSON MANDELA
Vision
A democratic South Africa
free of apartheid
Initial reactions
You’re crazy!
Price paid
27 years in prison
DR.SARMA/OCTOBER 2012 78

79. TO CHANGE SOMETHING
SOME OLD WAYS HAVE TO STOP!
SELECTIVELY DISCARD PAST
MAINTAIN ALL GOOD OF THE PRESENT
AGGRESSIVELY PURSUE FUTURE
TOBECOME CATEGORY KILLER
DR.SARMA/OCTOBER 2012 79

80. OLD LANGUAGE PATTERNS
“That’s ideal, we live
in the real world!”
“That is impossible!”
DR.SARMA/OCTOBER 2012 80

81. OLD LANGUAGE PATTERNS
“Do that and you will
become a bus driver!”
“You are throwing
your career away!”
“Are you crazy?”
DR.SARMA/OCTOBER 2012 81

82. If you are a new
Era leader
then your
response – has
to have
New language
patterns
If not now, then when to
start?
If not me, then who will do
? DR.SARMA/OCTOBER 2012 82

83. ROLES AND RESPONSIBILITIES
ORGANIZATION
LEADERSHIP
RESULTS,MAINTENANCE AND COMBINE HUMAN AND
DEVELOPMENT OF TASK
RESOURCES/CAPABILITIES MEDIATOR MOTIVATOR DESIGNER TECHNICAL, values
OREINTATION
,INTEGRATION
Financial . ASPECTS
DR.SARMA/OCTOBER 2012 83

84. ROLES AND RESPONSIBILITIES
PERSONAL •
•
CLARITY OF vision
INTENSITY OF ACTION
• ALIGNMENT
LEADERSHIP • SETTING EXAMPLE
INFLUENCE
Enabling
Enlisting
Encouraging from
heart
IDEALS ( COURAGE,
HUMILITY)
DR.SARMA/OCTOBER 2012 84

85. LEADER ’S ROLES AND
RESPONSIBILITIES
ARCHITECT OF
PURPOSE
CUSTODIAN OF
CORPORATE
OBJECTIVES
CONCEPTUALIZE
CORPORATE Goals
Direct Team
towards end goals
DR.SARMA/OCTOBER 2012 85

86. DR.SARMA/OCTOBER 2012 86