Chapter 13: Creating Vision and Strategic Direction

Frage	Antworten
4 Leadership Styles: Providing Direction	1. The Dreamer 2. The Effective Leader 3. The Uninvolved 4. The Doer
The Dreamer	High vision low action -is good at providing a big idea with meaning for self and others - weak in executing strategic action
The Effective Leader	High Vision High Action -dreams big and transforms those dreams into significant strategic actions -through own actions or hiring other leaders who are just as effective
The Uninvolved	Low Vision Low Action
The Doer	All action and little vision -hard worker dedicated to job -working blind (no sense of purpose or direction
Strategic leadership	the ability to anticipate and envision the future, maintain flexibility, think strategically, and initiate change that will create a competitive advantage for the organization in the future
The Domain of Strategic Leadership	1. Vision 2. Mission 3. Strategy 4. Mechanism for execution
Vision	Where are we headed? -an attractive, ideal future that is credible yet not readily attainable
Mission	Who are we? -the organization's core broad purpose and reason for existence
Strategy	How do we get there?
What Vision Does	-Vision links the Present to the Future -Vision Energizes People and Focuses Attention -Vision gives meaning to work -Establishes a standard of excellence and integrity
Mechanisms for Execution	How do we get there?
Strategic leaders...	1. Anticipate threats and opportunities 2. Challenge the status quo 3. Interpret Trends 4. Achieve Alignment
Bifocal Vision	the ability to take care of the needs today and meet current obligation while also aiming toward dreams of the future
4 common themes of Vision	1.Has a broad appeal 2. Deals with change 3. Reflects high ideals (self-reference) 4. Defines the destination and the journey
Self reference	a principle stating that each element in a system will serve the goals of the whole system when the elements are imprinted with an understanding of the whole
Co-Creation	when leaders and followers create a vision in building the desired future of company
6 steps to co-create vision	1. Target a vision for a desired future 2. Co-create the vision 3. Identify Strengths 4. Write a first draft 5. Solicit feedback and create the final vision statement 6. Share the vision widely
2 parts of Mission	1. Core Values (guide the organization 'no matter what') 2. Core purpose (used for growth and change) In the mission statement
Noble Purpose...	a purpose that inspires and leads followers to high performance and helps the organization maintain a competitive advantage
4 Parts of Noble Framework	1. Discovery: Finding the new 2. Excellence: Being the best 3. Altruism: Providing Service 4. Heroism: Being Effective
Strategic Management	the set of decisions and actions used to formulate and implement specific strategies that will achieve a competitively superior fit between the organization and its environment so as to achieve organizational goals
Strategy	the general plan of action that describes resource allocation and other activities for dealing with the environment and helping the organization attain its goals.
To develop strategy...	1.leaders actively listen to people both inside and outside the organization 2. they examine trends and discontinuities in the environment 3. study events that have already taken place
How to develop industry forsight	study trends in technology, demographics, government regulation, values, and lifestyles that will help identify new competitive advantages
Situational Analysis	SWOT that affects organizational performance
Elements of Strategy	1. Core Competence 2. Synergy 3. Value 4. Strategy Formulation
Core Competence	something the organization does extremely well in comparison to competitors
Synergy	the interaction of organizational parts to produce a joint effect that is greater than the sum of the parts
Value	the combination of benefits received and costs paid by customer
Strategy Formulation	integrating knowledge of the environment, vision, and mission with the core competence in such a way as to attain synergy and create customer
Strategic Execution	putting strategy into action by adjusting various parts of the organization and directing resources to accomplish strategic goals
Line of sight	followers see and understand the goals and how their actions will contribute to achieving them
4 steps to Implement Strategy	1. Create ongoing communication 2. Teach the "why" 3. Explain what this new thing means to each person 4. Tell what is not changing

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Chapter 13: Creating Vision and Strategic Direction

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