Creating Shared Vision

Continue Your Leadership Journey With a Deep Dive into Inspire a Shared Vision Over the last twenty-five years, The Leadership Challenge established a reputation as a research-driven, evidence-based leadership development model with a simple, yet profound, principle at its core: leadership is a measurable and learnable set of behaviors. The Challenge Continues program offers you the opportunity to take a deeper dive into the Inspire a Shared Vision leadership practice. Designed for leaders familiar with The Leadership Challenge principles and its Five Practices of Exemplary Leadership foundational model, this new program addresses the important question: "What's Next?" The second of bestselling authors Jim Kouzes and Barry Posner's Five Practices, Inspire a Shared Vision is about: Envisioning the future by imagining exciting and ennobling possibilities Enlisting others in a common vision by appealing to shared aspirations Your Participant Workbook is a hands-on tool, designed to accompany you on the next phase of your personal leadership development journey. Beginning with a focus on what you have already accomplished and what has gone well with this Practice, the pages then guide you through several interactive exercises and a practical process for expanding and refining your Inspire a Shared Vision skills. You will also explore ways in which can develop your team members and influence the broader spheres of you work unit or organization. Finishing up the module with a detailed action plan, you will leave the session with a detailed map for continuing your journey toward exceptional leadership.

The Power of Shared Vision addresses how to develop goals that unite people around a common cause and secure employee ownership of changes that improve the quality of their work. Learn to create a retribution-free communication environment where people can communicate their needs without fear of retribution. Leaders will help team members distinguish problems that can be solved from those work realities that are outside of their control. Understand the reasons why some employees cannot or will not meet job-related expectations and what leaders can do to close the performance gap.

Shared Vision : Building Team Success in Highly Competitive Environments Building team success in highly competitive environments requires passion, commitment, and relentless effort throughout your organization. Building the type of passion and commitment necessary for teams and organizations to win; really win, requires all members to align their goals, objectives, hearts, and minds toward a guiding purpose that is larger than each individual, or their sum. Leaders do not decide who leads; followers do by voting with their passion to a purpose that is larger than self. People will not commit themselves to struggle for just anything, or anyone! Arguably, one of the most differentiating qualities of the very best organizational leaders is the ability to create and articulate a vision for the future of which other people want to see themselves be a part. The leaders who clearly separate themselves from the pack are able to paint a picture of the future that can ignite the passion of others, inspire the very best in their constituents, and enlist the hearts and minds of teammates, by moving us and helping us see a better and ideal tomorrow along with our own personal success within. Shared Vision walks Organizational Managers, Executives, Coaches, Student Athletes, and Administrators through the process of self-discovery, and understanding how individual values, attitudes, moods, and emotions inform an organization and its "shared" purpose. Through a thorough understanding individual values, leaders and teams can begin to define "shared values". In understanding individual aspirations, leaders and teams can begin to define and collaborate upon "shared aspirations". Through deliberate practice and reflection, teams create and articulate a "Shared Vision" for their organization, or team, which can guide them toward organizational success. Utilizing the latest leadership theories, real-world examples, stories, and exercises, leaders and followers will engage in a mutual, ongoing collaborative process of raising one another to higher levels of motivation, cohesion, and performance by appealing to common values, beliefs, and attitudes of teammates. Thus, teams create meaningful work, promote well-being, enable one another, and increase satisfaction, resulting in the passion and commitment necessary to compete fiercely.

Discover how to create a clear, compelling & successful vision for yourself or your organization with this engaging parable by two bestselling authors. In Full Steam Ahead! you’ll learn: • How to use the power of vision to get focused, get energized, and get great results • How to create a vision that motivates and inspires everyone in your organization • How to create a vision for your own life that provides meaning and direction This new edition is thoroughly revised, with a new chapter on sustaining your vision, updated examples, more information on creating vision for teams, and a new section that includes a vision assessment and a game plan for creating a shared vision. “This story provides a wonderful road map through the very important territory of vision that can move into action. I found myself recalling many details of the journey well after I put the book down—it stayed vividly in my memory. A powerful, simple guide for a journey we all need to take.” —Margaret J. Wheatley, author of Leadership and the New Science andco-author of Walk Out Walk On “So many of the lessons I share with my teams revolve around attaining goals by having a clear vision of where we are headed as a group and also individually. Full Steam Ahead! emphasizes the ways in which those visions can not only help you reach greatness but also maintain it for you and your team. In the past I’ve shared this book with friends and coaching peers alike and continue to do so in order to share the wisdom and effective guidance that Ken and Jesse provide on each and every page.” —John Calipari, Head Coach, University of Kentucky Basketball, two-time National Coach of the Year, and author of the national bestseller Bounce Back

Drawing on best practices and real examples from companies who are achieving record results, Getting to We flips conventional negotiation on its head, shifting the perspective from a tug of war between parties to a collaborative partnership where both sides effectively pull against a business problem.

Today’s business environment is constantly evolving, filled with volatility, uncertainty, complexity and ambiguity and driven by digital transformation, globalization, and the need to creating value through innovation. These shifts demand that organizations view contracting through a different lens. Since it is impossible to predict every what-if scenario in a transactional contract, organizations in strategic and complex partnerships must shift to a mindset of shared goals and objectives built upon a strong foundation of transparency and trust, working together to mitigate risk much better than merely shifting risk to the weaker party. Contracting in the New Economy helps you to not only develop this mindset – but also offers the practical tools needed to embrace the social side of contracting, enabling your organization to harness the value creating potential of formal relational contracts. Briefly sharing the theoretical foundations that prove relational contracting works, it goes well beyond theory by providing powerful examples of relational contracting principles in practice. In addition, the authors provide a practical and proven approach for helping you to put relational contracting theory into practice for your own relationships. First by providing a framework for approaching any contracting situation and helping organizations finding the best contract model for each situation. And then by sharing five proven steps you can take to create an effective relational contract for you own strategic and complex business relationships. For anyone involved in developing contracts —lawyers, in-house counsels, contract managers, C-level managers, procurement officers, and so on — this book will empower you to create powerful cooperative alliances that will help you reach —and surpass — your business goals in today’s dynamic new environment.

According to management and psychology courses, as well as legions of consultants in organizational psychology, shared vision in dyads, teams and organizations can fill us with hope and inspire new possibilities, or delude us into following false prophets. However, few research studies have empirically examined the impact of shared vision on key organizational outcomes such as leadership effectiveness, employee engagement, organizational citizenship, coaching and organizational change. As a result, the field of organizational psychology has not yet established a causal pattern of whether, if, and how shared vision helps dyads, teams and organizations function more effectively. The lack of empirical work around shared vision is surprising given its long-standing history in the literature. Bennis and Nanus (1982) showed that distinctive leaders managed attention through vision. The practitioner literature has long proclaimed that vision is a key to change, while Conger and Kanungo (1998) discussed its link to charismatic leadership. Around the same time, positive psychology appeared in the forms of Appreciative Inquiry (Cooperrider, Sorensen, Whitney, & Yaeger, 2000) and Positive Organizational Scholarship (Cameron, Dutton, & Quinn, 2003). In this context, a shared vision or dream became a legitimate antecedent to sustainable change. But again, empirical measurement has been elusive. More recently, shared vision has been the focus of a number of dissertations and quantitative studies building on Intentional Change Theory (ICT) (Boyatzis, 2008) at dyad, team and organization levels of social systems. These studies are beginning to lay the foundations for a systematic body of empirical knowledge about the role of shared vision in an organizational context. For example, we now know that shared vision can activate neural networks that arouse endocrine systems and allow a person to consider the possibilities of a better future (Jack, Boyatzis, Leckie, Passarelli & Khawaja, 2013). Additionally, Boyatzis & Akrivou (2006) have discussed the role of a shared vision as the result of a well-developed set of factors that produce a desired image of the future. Outside of the organizational context, positive visioning has been known to help guide future behavior in sports psychology (Loehr & Schwartz, 2003), medical treatment (Roffe, Schmidt, & Ernst, 2005), musical performance (Meister, Krings, Foltys, Boroojerdi, Muller, Topper, & Thron, 2004), and academic performance (Curry, Snyder, Cook, Ruby, & Rehm, 1997). This Research Topic for Frontiers in Psychology is a collection of 14 original papers examining the role of vision and shared vision on a wide variety of desired dependent variables from leadership effectiveness and executive performance to organizational engagement, citizenship and corporate social responsibility, and how to develop it through coaching.

MORE THAN ONE MILLION COPIES IN PRINT • “One of the seminal management books of the past seventy-five years.”—Harvard Business Review This revised edition of the bestselling classic is based on fifteen years of experience in putting Peter Senge’s ideas into practice. As Senge makes clear, in the long run the only sustainable competitive advantage is your organization’s ability to learn faster than the competition. The leadership stories demonstrate the many ways that the core ideas of the Fifth Discipline, many of which seemed radical when first published, have become deeply integrated into people’s ways of seeing the world and their managerial practices. Senge describes how companies can rid themselves of the learning blocks that threaten their productivity and success by adopting the strategies of learning organizations, in which new and expansive patterns of thinking are nurtured, collective aspiration is set free, and people are continually learning how to create the results they truly desire. Mastering the disciplines Senge outlines in the book will: • Reignite the spark of genuine learning driven by people focused on what truly matters to them • Bridge teamwork into macrocreativity • Free you of confining assumptions and mindsets • Teach you to see the forest and the trees • End the struggle between work and personal time This updated edition contains more than one hundred pages of new material based on interviews with dozens of practitioners at companies such as BP, Unilever, Intel, Ford, HP, and Saudi Aramco and organizations such as Roca, Oxfam, and The World Bank.

Most people have experienced--at least once in their lives--the incomparable thrill of being part of a great team effort. They can remember the unity of purpose they experienced, the powerful passion that inspired them, and the incredible results they achieved. People who have been on a great team can attest that the difference between being on a team with a shared vision and being on a team without one is the difference between joy and misery. In 1996, Jim and Michele McCarthy, after successful careers leading software development teams at Microsoft and elsewhere, set out to discover a set of repeatable group behaviors that would always lead to the formation of a state of shared vision for any team. They hoped for a practical, communicable, and reliable process that could be used to create the best possible teams every time it was applied. They established a hands-on laboratory for the study and teaching of high-performance teamwork. In a controlled simulation environment, their principle research and teaching effort--the McCarthy Software Development BootCamp--challenged dozens of real-world, high-tech teams to produce and deliver a product. Teams were given a product development assignment, and instructed to form a team, envision the product, agree on how to make it, then design, build, and ship it on time. By repeating these simulations time after time, with the new teams building on the learning from previous teams, core practices emerged that were repeatedly successful. These were encoded as patterns and protocols. Software for Your Head is the first publication of the most significant results of the authors' unprecedented five-year investigation into the dynamics of contemporary teams. The information in this book will provide a means for any team to create for itself a compelling state of shared vision. 0201604566B09042001