visionary leadership DSP

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VISIONARY LEADERSHIP VISIONARY LEADERSHIP MANO VERABATHRAN MANO VERABATHRAN Senior Programme Coordinator Senior Programme Coordinator Leadership Programme Leadership Programme INTAN Bukit Kiara INTAN Bukit Kiara [email protected] [email protected]

Transcript of visionary leadership DSP

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VISIONARY LEADERSHIPVISIONARY LEADERSHIP

MANO VERABATHRANMANO VERABATHRAN

Senior Programme CoordinatorSenior Programme Coordinator

Leadership ProgrammeLeadership Programme

INTAN Bukit KiaraINTAN Bukit Kiara

[email protected]@intanbk.intan.my

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Visionary LeadershipVisionary Leadership

If you want one year of prosperity,If you want one year of prosperity,grow grain,grow grain,If you want ten years of prosperity,If you want ten years of prosperity,grow trees,grow trees,If you want one hundred years of If you want one hundred years of prosperity,prosperity,grow people.grow people. - - ConfuciusConfucius

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Visionary LeadershipVisionary Leadership

A successful visionary leader must A successful visionary leader must be able to explain new concepts so be able to explain new concepts so

others can understand them.others can understand them.

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What is Leadership?

""LeadershipLeadership is the art of having people do is the art of having people do what you want them to do and go in a what you want them to do and go in a direction that you set, willingly or unwillingly. direction that you set, willingly or unwillingly. Willingly is Willingly is leadershipleadership. . Unwillingly is Unwillingly is coercioncoercion." -- Major-General Michael Williams, ." -- Major-General Michael Williams, a U.S. Marine Corp. commander from a U.S. Marine Corp. commander from Quantico, Va1. Quantico, Va1.

Leadership helps design the 'social Leadership helps design the 'social architecture' capable of building intellectual architecture' capable of building intellectual capital. It is the main instrument for capital. It is the main instrument for leveraging that capital.leveraging that capital.

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What is Visionary Leadership?• Visionary leaders are the builders of a new Visionary leaders are the builders of a new

dawn, working with imagination, insight, dawn, working with imagination, insight, and boldness.and boldness.

• They present a challenge that calls forth They present a challenge that calls forth the best in people and brings them the best in people and brings them together around a shared sense of together around a shared sense of purpose. purpose.

• They work with the power of intentionality They work with the power of intentionality and alignment with a higher purpose. and alignment with a higher purpose.

• Their eyes are on the horizon, not just on Their eyes are on the horizon, not just on the near at hand. the near at hand.

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•They are social innovators and change They are social innovators and change agents, seeing the agents, seeing the big picturebig picture and and thinking thinking strategicallystrategically. .

Visionary leaders are especially noted for Visionary leaders are especially noted for transforming old mental mapstransforming old mental maps or paradigms, or paradigms, and creating strategies that are “and creating strategies that are “outside the outside the boxbox” of conventional thought. ” of conventional thought.

They embody a balance of They embody a balance of right brainright brain (rational) and (rational) and left brainleft brain (intuitive) functions. (intuitive) functions. Their thinking is broad and systemic, seeing Their thinking is broad and systemic, seeing the big picture, the the big picture, the whole systemwhole system, and “, and “the the pattern that connectspattern that connects.”  .” 

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•Visionary leadershipVisionary leadership is based on a is based on a balanced expression of the spiritual, balanced expression of the spiritual, mental, emotional and physical mental, emotional and physical dimensions.  It requires core values, dimensions.  It requires core values, clear vision, empowering clear vision, empowering relationships, and innovative action. relationships, and innovative action. 

When one or more of these When one or more of these dimensions are missing, leadership dimensions are missing, leadership cannot manifest a vision.cannot manifest a vision.

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Visionary LeadershipVisionary Leadership increases increases efficiency by moving decision-efficiency by moving decision-making responsibility to the making responsibility to the frontline. Efficiency is achieved frontline. Efficiency is achieved with with limited supervisionlimited supervision. To make . To make frontline responsibility effective, frontline responsibility effective, leadership must give workers leadership must give workers opportunity to develop quality opportunity to develop quality decision-making skills and learn to decision-making skills and learn to trust them. trust them.

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Who are Extraordinary, Visionary Leaders?

John F. Kennedy challenged us to send John F. Kennedy challenged us to send humans to the moon without any humans to the moon without any roadmap of how to get there. roadmap of how to get there. However, Kennedy had a However, Kennedy had a vision so vision so bold,bold, it shook the foundation of what it shook the foundation of what Americans previously thought possible. Americans previously thought possible. Nine years later, we conquered a task Nine years later, we conquered a task considered unimaginable had it not considered unimaginable had it not been for the remarkable vision of an been for the remarkable vision of an extraordinary leaderextraordinary leader..

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Visionary LeadersVisionary Leaders

Create specific achieveable goalsCreate specific achieveable goals

Initiates action Initiates action

Enlists participation of othersEnlists participation of others

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Visionary Leadership is a Visionary Leadership is a balanced expression of balanced expression of

SpiritualSpiritualMentalMental

EmotionalEmotionalPhysical Physical

DimensionsDimensions

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Visionary Leadership requires :Visionary Leadership requires :

Core valuesCore values

Clear visionClear vision

Empowering relationshipEmpowering relationship

Innovative ActionInnovative Action

One missing element results in inability to One missing element results in inability to manifest visionmanifest vision

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CORE VALUESCORE VALUES

EMBODIESEMBODIES

INTERGRITY,ENERGY, VITALITY INTERGRITY,ENERGY, VITALITY AND WILLAND WILL

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MAHATHMA GHANDIMAHATHMA GHANDI

“I must first be the change I want to see in “I must first be the change I want to see in my world.” my world.”

MARY ROBINSON, FORMER PRESIDENT MARY ROBINSON, FORMER PRESIDENT OF IRELAND & UN COMM. FOR HUMAN OF IRELAND & UN COMM. FOR HUMAN RIGHTSRIGHTS

Rather than being corrupted by power, Rather than being corrupted by power, visionary leaders are elevated by power and visionary leaders are elevated by power and exercise moral leadership. exercise moral leadership.

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CLEAR VISIONCLEAR VISION

EMBODIESEMBODIES

INSPIRATION AND CLEAR INSPIRATION AND CLEAR SENSE OF DIRECTIONSENSE OF DIRECTION

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NELSON MANDELANELSON MANDELA

Visualised a racially harmonious South AfricaVisualised a racially harmonious South Africa

MARTIN LUTHER KINGMARTIN LUTHER KING

“I have a dream”“I have a dream”

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EMPOWERING RELATIONSHIPSEMPOWERING RELATIONSHIPS

EMBODIESEMBODIES

CARING APPROACH & PEOPLE CARING APPROACH & PEOPLE AS THEIR GREATEST ASSETAS THEIR GREATEST ASSET

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Aaron Feuerstein, Aaron Feuerstein,

CEO of Malden Mills, kept all his CEO of Malden Mills, kept all his employees on the payroll when a employees on the payroll when a fire destroyed 75% of his factories. fire destroyed 75% of his factories. His employees were so grateful His employees were so grateful they helped him rebuild and within they helped him rebuild and within a year the company was more a year the company was more profitable than ever.profitable than ever.

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Rita Bailey, Rita Bailey,

Director of Southwest Airline’s Director of Southwest Airline’s University for People, says the University for People, says the secret of the airline’s amazing secret of the airline’s amazing financial success is living by the financial success is living by the golden rule--treating employees as golden rule--treating employees as family, with warmth and respect. family, with warmth and respect. Employees then treat customers Employees then treat customers the same way.the same way.

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INNOVATIVE ACTIONINNOVATIVE ACTION

EMBODIESEMBODIES

A BALANCE OF RIGHT BRAIN A BALANCE OF RIGHT BRAIN (RATIONAL) AND LEFT BRAIN (RATIONAL) AND LEFT BRAIN

(INTUITIVE) FUNCTIONS. (INTUITIVE) FUNCTIONS. THINKING THINKING

“OUTSIDE THE BOX”“OUTSIDE THE BOX”

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CNN founder Ted Turner CNN founder Ted Turner transformed television news by transformed television news by boldly creating an around-the-boldly creating an around-the-clock international news network. clock international news network.

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Four qualities the modern Four qualities the modern leader must inspire or leader must inspire or exemplify: exemplify:

Purpose, Trust , Purpose, Trust , Optimism and Action Optimism and Action (Business Academic Warren Bennis)(Business Academic Warren Bennis)

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Elements of Visionary Elements of Visionary LeadershipLeadership

The ObjectiveThe Objective is to increase is to increase workplace efficiency by controlling workplace efficiency by controlling elementary problems with elementary problems with workplace education tools. workplace education tools. Workplace education finds efficient Workplace education finds efficient ways to get jobs done.ways to get jobs done.

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The GoalThe Goal The goal in any task is to get The goal in any task is to get the job done. Leadership the job done. Leadership style controls efficiency, style controls efficiency, which controls competitive which controls competitive value of product or service, value of product or service, which determines the which determines the winner.winner.

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Leadership InnovationLeadership Innovation Today, fast growing Today, fast growing organizations are built on organizations are built on leadership innovation, that is, leadership innovation, that is, they are not built by product they are not built by product visionaries but by social visionaries but by social visionaries — those who invent visionaries — those who invent entirely new ways of entirely new ways of organizing human effort. organizing human effort.

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Examples of true Examples of true visionaries, past and visionaries, past and presentpresent

Alexander the GreatAlexander the GreatProphet MuhammadProphet MuhammadConfuciusConfuciusAbraham LincolnAbraham Lincoln

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Contemporary Visionary Contemporary Visionary LeadersLeaders

Tun Dr MahathirTun Dr MahathirNelson MandelaNelson MandelaMartin Luther KingMartin Luther KingMahatma Gandhi Mahatma Gandhi

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Applying your own lessons from the Applying your own lessons from the legendslegendsThe short list of truly visionary leaders included The short list of truly visionary leaders included above is far from complete. There are many above is far from complete. There are many other visionaries – both contemporary and other visionaries – both contemporary and historical – that could serve as models to historical – that could serve as models to inspire and encourage. Who would you add to inspire and encourage. Who would you add to this list? Judging from hindsight, their lives – this list? Judging from hindsight, their lives – they were very much like your neighbors, they were very much like your neighbors, coworkers, friends – even yourself – when coworkers, friends – even yourself – when faced with the opportunity to set out on the faced with the opportunity to set out on the path for which they ultimately became well-path for which they ultimately became well-known. They persevered through uncertainty, known. They persevered through uncertainty, personal fears about their ability to carry out personal fears about their ability to carry out the mission before them, setbacks and the mission before them, setbacks and

harassment.harassment.

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The 7 Pillars of Visionary Leadership

PILLARQUESTION MY ANSWER

VISIONING

What archetypal or passionate vivid mentalimages inspire people in your organization towillingly want to create and sustain somethingof value?

I know where I am going

MAPPINGWhat new clear thinking do people in your

organization do to put passionate visions intopractice?

I know how to get there

JOURNEYINGWhat are the joys of discovery that people in

your organization experience as theyimplement their shared map?

I am willing to start

LEARNINGWhat changes and transformation occur

through great ideas that are fostered bypeople in your organization?

I am open to change

MENTORINGWhat great expectations are fostered by

trusted and experienced people in yourorganization?

I am open to others

LEADINGWhat acts of servant leadership inspire

people in your organization?I will set an example

VALUINGWhat ways do people in your organization

express gratitude for ROIR: Return-on-Investment/Integrity-in-Relationships?

I will do what is right

(From The 7 Pillars of Visionary Leadership: Aligning Your Organization for Enduring Success By Michael E. Rock, Ed.D.)

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Barriers to Organisations Playing a Barriers to Organisations Playing a Visionary Leadership RoleVisionary Leadership Role

There are a number of factors that There are a number of factors that prevent organisations from exercising prevent organisations from exercising the kind of visionary leadership the kind of visionary leadership described above. Taken together, these described above. Taken together, these factors provide a checklist for assessing factors provide a checklist for assessing your organisation and identifying areas your organisation and identifying areas to target for improvement. Examining to target for improvement. Examining these barriers to visionary organisation these barriers to visionary organisation leadership can be the first step in leadership can be the first step in revitalizing an existing organisation or revitalizing an existing organisation or building a powerful organisation from building a powerful organisation from scratch. scratch.

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Lack of timeLack of time : : to attend meetings, to attend meetings, read materials and maintain contact read materials and maintain contact with each other in between with each other in between meetings.meetings.

Avoidance of risk-takingAvoidance of risk-taking.. In order In order to be innovative and creative in its to be innovative and creative in its decision-making, members must be decision-making, members must be willing to take chances, to try new willing to take chances, to try new things, to take risks. things, to take risks.

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Lack of top involvement in Lack of top involvement in strategic planning.strategic planning.

Loses the opportunity to think Loses the opportunity to think about changes and trends that about changes and trends that will have significant impact will have significant impact and devise strategies to and devise strategies to effectively respond to effectively respond to challenges. Loses an challenges. Loses an important opportunity to hone important opportunity to hone and exercise its visionary and exercise its visionary leadership skills.leadership skills.

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Lack of knowledge in an Lack of knowledge in an increasingly complex worldincreasingly complex world..

Busy managers frequently lack a Busy managers frequently lack a deep understanding of critical deep understanding of critical changes, trends and changes, trends and developments that challenge developments that challenge fundamental assumptions about fundamental assumptions about how it defines its work and what how it defines its work and what success looks like. Often, this lack success looks like. Often, this lack of knowledge results in a lack of of knowledge results in a lack of confidence on the part of confidence on the part of organisations to act decisively organisations to act decisively

and authoritatively.and authoritatively.

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Micro-management.Micro-management.

Spending untold hours Spending untold hours discussing trivial subjects discussing trivial subjects while neglecting major while neglecting major agenda items deserving agenda items deserving their more careful their more careful deliberation. A habit of deliberation. A habit of organisational micro-organisational micro-management can adversely management can adversely affect the morale of staff affect the morale of staff and it’s own committees as and it’s own committees as well. well.

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Holding on to the old ways.Holding on to the old ways.

In their book, The Accelerating In their book, The Accelerating Organization, authors Maira Organization, authors Maira and Scott -- Morgan, state that and Scott -- Morgan, state that one principle of survival one principle of survival scientists have observed in scientists have observed in natural systems, is the natural systems, is the continuous shedding of continuous shedding of operating rules that cease to operating rules that cease to be relevant because of be relevant because of changing environmental changing environmental conditions. conditions.

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Lack of clarity regarding Lack of clarity regarding board staff roles and board staff roles and relationships.relationships.

Sometimes organisations Sometimes organisations assume that it's the job of the assume that it's the job of the top management to do the top management to do the visionary thinking. This lack of visionary thinking. This lack of clarity can result in employees clarity can result in employees that don't exercise visionary that don't exercise visionary leadership because they don't leadership because they don't think it's their job.think it's their job.

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Strategies for Strategies for Becoming a Becoming a

Visionary Visionary OrganizationOrganization

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Strategy 1Strategy 1 - Focus on the Ultimate Ends - Focus on the Ultimate Ends of the Organization of the Organization

Encouraged to focus on the ultimate Encouraged to focus on the ultimate ends of the organization and avoid the ends of the organization and avoid the tendency to micro-manage. The tendency to micro-manage. The mission, vision, goals, and strategies mission, vision, goals, and strategies contained in the strategic plan should contained in the strategic plan should be the focus of board reflection and be the focus of board reflection and decision-making. Clarity regarding the decision-making. Clarity regarding the roles and relationships of the board roles and relationships of the board

and staff must be maintained.and staff must be maintained.

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Strategy 2Strategy 2 - Create a Long-range Plan - Create a Long-range Plan for the Development of Future Board for the Development of Future Board Leadership Leadership

In contrast to the typical short-term In contrast to the typical short-term recruitment process that focuses narrowly recruitment process that focuses narrowly on filling anticipated board vacancies for the on filling anticipated board vacancies for the current year only, boards need a long-range current year only, boards need a long-range plan for developing future leadership. Such plan for developing future leadership. Such a plan centers on the following questions: a plan centers on the following questions: Who will be serving on and leading the Who will be serving on and leading the board over the next five years? What is our board over the next five years? What is our plan to scout board leadership talent for the plan to scout board leadership talent for the future? How will we go about fostering and future? How will we go about fostering and

developing future board leadership?developing future board leadership?

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Strategy 3Strategy 3 - Develop a Shared - Develop a Shared Vision of the Organization's Future Vision of the Organization's Future

The key question for boards is the The key question for boards is the following: "If we could create the following: "If we could create the organization of our dreams that will organization of our dreams that will have the impact we most desire, what have the impact we most desire, what would that look like?" Seek media would that look like?" Seek media coverage when strategic plan coverage when strategic plan milestones are reached and use this as milestones are reached and use this as an opportunity to promote your vision an opportunity to promote your vision both inside and outside of the both inside and outside of the

organization.organization.

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Strategy 4Strategy 4 - Keep up with the - Keep up with the Rapid Pace of Change Rapid Pace of Change

Provide information that helps the Provide information that helps the board think about these key questions: board think about these key questions: What external changes and trends will What external changes and trends will have the greatest impact over the next have the greatest impact over the next three to five years on the organization three to five years on the organization and the people it serves? How can the and the people it serves? How can the organization effectively respond to organization effectively respond to these changes and trends? How are these changes and trends? How are similar organizations responding to similar organizations responding to

these changes and trends?these changes and trends?

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Strategy 5Strategy 5 - Stay in Touch with the - Stay in Touch with the Changing Needs of Your Customers Changing Needs of Your Customers

Provide members with information to enable Provide members with information to enable them to stay in touch with the changing them to stay in touch with the changing needs of the customer. Key questions needs of the customer. Key questions include: What do our constituents think of include: What do our constituents think of the organization (i.e., What is their the organization (i.e., What is their perception or image of the organization?) perception or image of the organization?) What are the most important future needs What are the most important future needs and service expectations of the organization and service expectations of the organization on the part of our constituents? For new on the part of our constituents? For new needs and service expectations of the needs and service expectations of the organization, what other organizations are organization, what other organizations are positioned to meet these constituent needs? positioned to meet these constituent needs?

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Summary Summary

TTo summarize, an effective top o summarize, an effective top management that can exercise management that can exercise visionary leadership is built upon a visionary leadership is built upon a number of key strategies. These number of key strategies. These processes, structures and processes, structures and practices reinforce each other and practices reinforce each other and lay the groundwork for board and lay the groundwork for board and organizational effectiveness in this organizational effectiveness in this time of rapid, profound change.time of rapid, profound change.

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The Strategic Navigation ModelThe Strategic Navigation Model

NicheNiche

InternalInternalCapabilityCapability

Business EcosystemBusiness Ecosystem

PreferredFuture

AssumedFuture

Strategic Issues

Strategic Issues

Hames and Oka, 1998

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ASSIGNMENT

REVISIT THE PAST -1978REVISIT THE PAST -1978

DETAIL THE PRESENT – 2008DETAIL THE PRESENT – 2008

PREFERRED FUTURE - 2038PREFERRED FUTURE - 2038

PROBABLE/ASSUMED FUTURE - 2038PROBABLE/ASSUMED FUTURE - 2038

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THANK YOUTHANK YOU