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Name of author Rick Baker, P.Eng.

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Leaders & Vivid Vision - #1

by Rick Baker
On Jan 25, 2011
"Success is Clearly in View" - The Leader's vision must be vivid and shared*.
 
Many, many years ago a military leader led his army into a crucial battle. His army was greatly outnumbered. His army faced an enemy on its homeland…a skilled enemy, an enemy determined to protect its home and people. The leader’s army was tired from fighting years of campaigns in foreign lands. His forces were demoralized by the loud celebrations screaming from the enemy’s huge encampment.
 
The leader’s commanders approached him, expressing their grave concerns and their fears about the utter defeat they most-certainly faced.
 
The leader agreed with every concern his commanders expressed.
 
Yet, the leader assured his commanders they would triumph.
 
The leader envisioned victory.
 
The leader only envisioned victory.
 
The commanders asked the leader how he could have such confidence of victory when he knew his army was outmatched in every critical area.
 
The leader responded – we will win because we have one thing our enemy does not have…we have me.
 
According to the records of history – that is how Alexander the Great inspired his commanders and his army to conquer even the most-challenging parts of the world 23 centuries ago.
 
***
 
Now, that story may be fact or it may be legend.
 
Regardless, it remains as a defining picture of a leader who set the standard for military excellence.
 
Alexander the Great led with Vision and he led by example.
 
***
 
Today, such ego-heavy leadership would be frowned upon.
 
However, we can benefit from understanding the following about Alexander the Great
  • He had a Vision – conquering the known world
  • He clearly communicated that Vision – his commanders and his troops knew exactly what he envisioned
  • He led by example – his horse charging ahead, compelling his army to keep up
 
Footnote:
  1. "Success is Clearly in View" - The Leader's vision must be vivid and shared.  That’s the title of the 2nd workshop in our 6-workshop Leaders’ Academy series.

Tags:

Hero Worship | Spirited Leaders | Vision: The Leader's Vivid Vision

An argument on the sequence of strategic planning work

by Rick Baker
On Aug 12, 2010
This blog contains an argument in support of doing strategic planning in the following sequence:
  1. Vision Statement 
  2. Mission Statement 
  3. Culture Statements 
  4. Market-Sector Statement 
  5. Market Niche[s] Statements 
    • Target Markets, 
    • Value Propositions for each Target Market, 
    • Differential Advantage/Unique Selling Proposition 
  6. Goal Statements 
  7. Etc
***
 
Placing a personal or business Vision in writing is tough thought-work.
 
Placing a personal or business Mission in writing is tough thought-work.
 
To believe one can understand one's Clients’ needs and desires or one's Clients' Clients' needs and desires when one can not express one's own needs and desires in writing is flawed logic. Starting from flawed logic neuters one's ability to succeed…or, at the very least, makes the next tasks a game of chance. So, we need to start with our own needs and desires: our Vision, our Mission, etc.
 
Perhaps the best example of proof is the fact the vast majority of people can not write out a Unique Selling Proposition (Differential Advantage) for their business. To make sure my point is clear: a USP/DA is a concise statement that answers the Clients’ question: Why should I buy this from these folks rather than (1) buy something from someone else or (2) do nothing? Many people may be able to state something, place it in writing, and call it a USP/DA but after a bit of scrutiny it doesn't pass the test.
 
We can consider the USP/DA as the teeter-totter fulcrum that balances one's needs and desires against the needs and desires of one's Clients. Put another way....if there's a meeting of the minds between us and our Clients then the USP/DA is how that meeting of minds is described in simple and clear words. The USP/DA addresses my needs and desires. The USP/DA addresses my Clients’ needs and desires. Things are in balance.
 
As a general rule, it is a challenge to understand others.
 
As a general rule, it is challenging enough to understand oneself. And, if we do not understand ourselves (to the point we can describe our needs and desires in writing) then we are deluding ourselves if we conclude/presume/assume we can understand other people's needs and desires.
 
I suppose we could start our strategic exercises at the USP/DA [ie, at the teeter-totter fulcrum]. We could then quickly determine whether or not the 'us' side and the 'Client' side are in balance,
 
But, that will rarely work. So, we should start with our needs and desires: our Vision, our Mission, etc.
 
I'm saying, something like 99 out of 100 people can not or will not write out USPs/DAs. So, starting there is pretty much doomed. And, the 1 time out of 100 it will work the person will ask why we aren't starting with the Vision statement.

Copyright © 2012. W.F.C (Rick) Baker. All Rights Reserved.