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            392                                                                   PART 5: THE LEADER AS SOCIAL ARCHITECT

                                     Exhibit 13.3 The Nature of the Vision




                                                                              Vision




                                                             Moving toward a desired future










                                                      Current
                                                      reality    Staying the course




                                   Source: Based on William D. Hitt, The Leader-Manager: Guidelines for Action (Columbus, OH: Battelle
                                   Press, 1988).




                                   What Vision Does
                                   Vision works in a number of important ways. An effective vision provides a link
                                   between today and tomorrow, serves to energize and motivate employees toward
                                   the future, provides meaning for people’s work, and sets a standard of excellence
                                   and integrity in the organization. 17

                                   Vision Links the Present to the Future Vision connects what is going on
                                         right now with what the organization aspires to.  A vision is always
                                               about the  future, but it begins with the here and now. Consider
             Action Memo
                                               the Microsoft advertising slogan, “Your potential inspires us to
                                              create products that help you reach it.” Microsoft employees cre-
             As a leader, you can articulate an optimistic
                                              ate software products that help meet current needs, but they also
            vision for the future that will inspire
                                             strive to envision and create products that might encourage other,
            and challenge people to give their best.
                                             broader applications for the future. Similarly, at the Wm. R. Wrigley,
           Evaluate your potential for visionary
                                            Jr. Company, described earlier, leaders aren’t abandoning the compa-
           leadership by completing the questionnaire
           in Leader’s Self-Insight 13.2.
                                            ny’s leading global position in chewing gum, which still accounts for
                                            90 percent of sales. However, to achieve the broader vision, they are
                                           pushing people to take risks and think about such questions as “What
                                           else is out there?” “Who are we competing with?” and “Why can’t we
                                   do some of that too?”
                                       In organizations, the pressures to meet deadlines, make the big sale, solve
                                   immediate problems, and complete specifi c projects are very real. Some have
                                   suggested that today’s leaders need “bifocal vision,” the ability to take care of
                                   the needs of today and meet current obligations while also aiming toward
                                   dreams for the future.  The ability to operate on both levels can be seen in
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