FORMULATING A VISION APAMSA Leadership Development Module

Formulating A Vision  Generating an effective vision for major change is challenging  Good judgment and analytical ability will prove helpful in determining appropriate course of action  Often, a successful vision involves more than just one person, but multiple viewpoints Task-Oriented Behaviors Source: G. Yukl, Leadership In Organizations (New Jersey: Pearson Prentice Hall, 2006, p )

Task-Oriented Behaviors  Formulating A Vision Begin by understanding the purpose and goals for your organization and the shared values and needs among members Identify one major change your organization would like to make and briefly describe how it (1) utilizes existing skills or abilities of team members and (2) will lead to improvement Leadership Challenge (8)

Formulating A Vision  Involve key players  Appealing values and goals  Acknowledge old ideology  Link to competencies  Make it credible  Assess and refine Guidelines For Formulating A Vision Source: G. Yukl, Leadership In Organizations (New Jersey: Pearson Prentice Hall, 2006, p )

Formulating A Vision  One person cannot conceive a vision that will appeal to everyone, it takes several viewpoints  Identify key players and request their help to modify your vision in a way that they find more favorable  Key players include officers, sponsors, community representatives, team members Involve Key Players Source: G. Yukl, Leadership In Organizations (New Jersey: Pearson Prentice Hall, 2006, p )

Formulating A Vision  Inquire and get a sense about their values, wants, needs, ideals, and dreams  Identify common ground and emphasize it as the basis for your vision  Recognize disagreements and make an effort to compromise Involve Key Players Source: G. Yukl, Leadership In Organizations (New Jersey: Pearson Prentice Hall, 2006, p )

Formulating A Vision  Evaluate the values and goals of key players  Identify shared values and goals and use these as the basis for your vision  It is easier to convince others when objectives are shared Appealing Values & Goals Source: G. Yukl, Leadership In Organizations (New Jersey: Pearson Prentice Hall, 2006, p )

Formulating A Vision  Some traditional values and goals may still be relevant and should not be changed  Existing values or goals that prove ineffective provide a basis for a new vision or major change Acknowledge Old Ideology Source: G. Yukl, Leadership In Organizations (New Jersey: Pearson Prentice Hall, 2006, p )

Formulating A Vision  Effective visions cater to the skills and abilities of officers, sponsors, team members, and community representatives  Maximize or develop existing skills and abilities among key players Link To Competencies Source: G. Yukl, Leadership In Organizations (New Jersey: Pearson Prentice Hall, 2006, p )

Formulating A Vision  Your vision must be believable (involve application of existing skills or abilities) as well as appealing (improvement)  If people feel that the change is beyond their abilities, they will be skeptical of change  Change is appealing when measurable improvement is noted—improved work satisfaction Make It Credible Source: G. Yukl, Leadership In Organizations (New Jersey: Pearson Prentice Hall, 2006, p )

Formulating A Vision  Successful visions evolve and are continuously revised  After implementation, assess what has improved and what has not  Seek feedback and suggestions to improve your vision Assess & Refine Source: G. Yukl, Leadership In Organizations (New Jersey: Pearson Prentice Hall, 2006, p )

Task-Oriented Behaviors  Formulating A Vision Generating an effective vision for major change is always a challenge Often, a successful vision involves more than just one person, but multiple diverse persons Apply these guidelines to explore, discuss, and refine ideas on eliciting commitment for major change Summary

Leadership Development  Implementing Change Our next module discusses guidelines to successfully implement major change Next Topic…

Task-Oriented Behaviors  G. Yukl, Leadership In Organizations, New Jersey: Pearson Prentice Hall, 2006, p  Free Management Library Sources