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DQ Week 3

Envisioning the Future & Enlisting Others

Leonel Franco Garcia Mesas

Westcliff University

LDR500/232-202-A Organizational Leadership

Colleen Meyer

11/09/2023
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Class notes
- Envision the future by imagining and ennobling possibilities:
Elon Musk promises to go to Mars f.e.
- Enlist other in a common vision by appealing to shared inspirantions.

Leaders make a commitment to Envision the Future by mastering these two essentials:
- Imagine the possibilities
- Find a common purpose.

- Leaders are dreamers. Leaders are idealists. Leaders are possibility thinkers.
- It is this belief that also sustains leaders and their constituents through the difficult times.
- People want to believe in something important and with purpose.

- VISION:
A vision is a projection of one’s fundamental beliefs and assumptions about human
nature technology, economic, science, politics,art, ethics and the like.
Every leader need a theme or principle around which he or she can organize an entire
movement.
What is a vision? Ideal, Unique, Image, Future-oriented, Common good.

Reflect on your past:

- You first need to look back into your past.
- Looking backward before you stare straight ahead enables you to see further into the
future.
- Understanding the past can help you identify themes, patterns and beliefs that both
underscore why you care about certain ideals and explain why realizing those aspirations
in such a high priority for you.

A LA PROFE LE GUSTA ALBERT EINSTEIN Y SABE MUCHO DE ELON MUSK.

- Vision – Provide future direction –Be realistic on your goals – Motivating – Fully
communicated – Constantly following up and measuring – vision (it’s a circle)
- Company’s vision can shift
- Vision = north star

Attend to the present:

- Being mindful of others and your environment is vital
- Set aside some time each day to stop doing “stuff”.
- Remind yourself that your electronic devices have an off switch.
- Listen to your constituents.
- What are their hot topics of conversation? What are they saying they need and want?
What are they saying they need and want? What are they saying that gets in the way
of them doing their best? What do they think should be changed?
- Be aware of leakage
- Be able to see the forest and the trees.
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Prospect the future.

Express your passion:

Feeling a strong sense of purpose when organizations a strong sense of purpose, there
is higher engagement and stronger financial performance than when people feel
purpose is lacking.

For example, students with a purpose in life rated their coursework as more
meaningful than students who did not have a purpose or had only extrinsic
motivations, such as making more money.

Furthermore, these students persisted longer when tasks were tedious and
consequently, achieved more in their courses.

Find a common purpose:

- The central task for leader is inspiring a shared vision, not selling their personal view
of the world.
- Find common ground among those people who have to implement the vision.
- Nobody likes being told what to do or where to go, no matter how right it might be.
- People want to be a part of the vision development process.
- They want to walk alongside their leaders.
- They want to dream with them, invent with them and be involved in creating their
futures.

Listen deeply to others:

- Be able to say with assurance, “Here is what I head you say that you want for
yourselves. Here is how enlisting in a common cause will serve your need and
interests”.
- The best leaders are great listeners.
- They listen carefully to what other people have to say and how they feel.
- They ask good (and often tough) questions, are open to ideas other than their own and
even lose arguments in support of the common good.

Personalities:
- Blue: Control – Donald Trump
- Green: Analytics – Bill Gates
- Yellow: Family, routine
- Red: Mixed people, a little bit of everything

You need to know their personalities when you talk to people.

They can believe in the same vision – SHARED VISION. So you need to know how to
communicate to them in different ways.

A LA PROFE NO LE GUSTAN LOS GREEN. NO PONER ‘CHARTS’, NI

ESQUEMAS, NI GRÁFICOS.
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Make it a cause for commitment:

When you listen deeply, you find out what gives work its meaning.
People desire:
- Integrity: Pursuing values and goals congruent with their own
- Purpose: Making a significant difference in the lives of others
- Challenge: Doing innovative work
- Growth: Learning and developing professionally and personally
- Belonging: Engaging in close and positive relationships
- Autonomy: Determining the course of their own lives
- Significance: Feeling trusted and validated

- There is more to work that making money.

- People have a deep desire to make a difference
- Meaning and purpose are vital to all generations at work.
- People commit to causes, not to plans.
- When people are part of something that elevates them to higher levels of
motivation and morality, they feel energized and more committed; they feel that
what they do matters.

Listen deeply and determine what is meaningful:

What people want:
- Challenging, meaningful, purposeful work
- A chance to be tested, to make it on one’s own
- A chance to take part in a social experiment
- A chance to do something well
- A chance to do something good

Bringing a vision to life:

- Metaphors
- Examples
- Word pictures
- Theme songs
- Quotations
- Pictures
- Analogies
- Slogans
- Poetry
- Humor
- Symbols

Seize the initiative:

- Everyone performs better when they take charge of change

Expect the best

- Have a positive expectations
- Show people you believe in them
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- Be clear about goals and roles

- Give regular feedback.

A LA PROFE LE GUSTA BOB ROSS, AUNQUE ESTE NO HIZO MUY BUENOS

NEGOCIOS. VENDIÓ LOS DERECHOS DE LA MARCA A SUS SOCIOS INCLUSO
DESPUÉS DE MUERTO.
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Video takeaways

I've watched a video named 'The Art of Leadership'.

Christopher J. Elias is the CEO of PATH (Program for Appropriate Technology in Health)

Foundation for successful leadership:

Judgement: Get the information you need to make good decisions. You almost never make

decisions by yourself.

Skills supporting good judgment:

Ability to listen and understand. Particularly, listen to different opinions than yours.

Leadership as art: Differentiating Roles

Leaders really need to listen, be tuned to the circumstances and cultures where they work, and

also differentiate themselves.

Decide when you need to be differentiating, clearly stating your opinion, and when to be quiet,

learning from other people's opinions.

Collaborative leadership:

Be patient and careful when expressing your opinion.

A leader needs to be self-reflective and think about what I need to do in the circumstances to

make the biggest positive impact.

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Be rational and articulate. Communication is important. If it's worth saying one time, it's worth

saying it more times.

Enlisting a shared vision:

Everyone has their job, but leaders have the job of communicating the vision of the organization

and thinking about where the enterprise is going.

So they need to be constantly in conversation with the rest of the team in the organization.

Periodically engage with your employees.

Vision doesn't happen on its own and also doesn't happen individually.

Focus on the result:

Getting feedback to refine the management

We need to achieve the results. Saying we tried hard isn't enough.

Leadership is hard work. You need to be passionate to keep up that hard work.
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Chapter 6: Enlist the others (Summry)

Leaders appeal to common ideals. They connect others to what is most meaningful in the

shared vision. They lift people to higher levels of motivation and morality, and continuously

reinforce that they can make a difference in the world. Exemplary leaders speak to what is

unique and singular about the organization, making others feel proud to be a part of something

extraordinary. And the best leaders understand that it’s not their personal idiosyncratic view of

the future that’s important; it’s the aspirations of all their constituents that matter most.

To be sustained over time, visions must be compelling and memorable. Leaders must breathe life

into visions; they must animate them so that others can experience what it would be

like to live and work in that ideal and unique future. They use a variety of modes of expression to

make their abstract visions concrete. Through skillful use of metaphors, symbols, word pictures,

positive language, and personal energy, leaders generate enthusiasm and excitement for the

common vision. But above all, leaders must be convinced of the value of the shared vision

and communicate that genuine belief to others. They must believe in what they are saying.

Authenticity is the true test of conviction, and constituents will follow willingly only if they

sense that the vision is genuine.

Here are some actions you can take in order to enlist others in a common vision by appealing to

shared aspirations:

• Talk to your constituents and find out about their hopes, dreams, and aspirations for the future.

• Show that you listen to what they say by incorporating their inputs.

• Make sure that your constituents know what makes their product or service unique and special.

• Promote people’s pride in what they contribute.

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• Show your constituents how their long-term interests are served by enlisting in a common

vision.

• Share metaphors, symbols, examples, stories, pictures, and words that represent the image of

what you all aspire to become.

• Be positive, upbeat, and energetic when talking about the future of your organization.

• Express how you are feeling.

• Acknowledge the emotions of others and validate them as important.

• Have a reason for getting up in the morning, bouncing out of bed, and being jazzed about going

to work.
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Helping Others "See" the Future:

Leaders guide their teams in envisioning the future by communicating a clear and
compelling vision. They paint a vivid picture of where the organization is heading using relatable
examples and engaging storytelling. Additionally, they involve their teams in discussions,
valuing their input and aspirations. By breaking down the vision into achievable milestones and
goals, they create a practical roadmap for progress. Adaptability is also crucial, as leaders
encourage a flexible approach to adjust to changing environments and new challenges.

Work Trends:
Globalization: Leaders highlight the importance of variety and international cooperation,
creating a welcoming atmosphere that values many viewpoints and cultural origins.
Technology: Encouraging a learning culture is key. Leaders advocate for continuous
learning and innovation, showcasing how adopting new technologies can significantly improve
efficiency and productivity within the organization.
Changing Demographics: Leaders focus on inclusivity and tailor policies to cater to the
needs of a diverse workforce, ensuring everyone feels valued and respected.
New Behaviors: Leaders embrace and support the evolving nature of work behaviors.
They encourage adaptive and flexible workstyles, incorporating various approaches such as
remote work, flexible hours, and hybrid work models. This requires adapting organizational
structures to ensure productivity and collaboration in diverse work environments.
Mobility: Acknowledging the shifting work landscape, leaders recognize and facilitate
mobility preferences, supporting remote work and flexible location choices. They adapt
organizational policies and infrastructure to accommodate these evolving work patterns.

Detail on Mobility Trend:

Leaders recognize the significance of catering to evolving work patterns, especially
regarding remote work preferences. This involves investing in secure technology infrastructure,
rethinking communication strategies and adjusting performance evaluations to suit remote work
settings.
Moreover, encouraging flexible work hours is essential. It enables employees to manage
their time effectively, contributing to a healthier work-life balance while maintaining
productivity levels.
Leaders also emphasize investing in collaboration platforms that allow remote or mobile
staff to communicate seamlessly. In order to promote effective teamwork, video conferencing
platforms, project management software and other virtual collaboration solutions are
implemented.
Additionally, they establish policies that support hybrid work models, ensuring fairness
and productivity regardless of an employee's location or work arrangement. This approach aims
to maintain a cohesive and productive workforce in diverse work settings.
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Video takeaways:
I recently watched a fascinating video called 'The Art of Leadership,' featuring
Christopher J. Elias, the CEO of PATH. It highlighted some critical points about effective
leadership that really resonated with me.

The main takeaways from the video on leadership revolve around several key points:

Judgement and decision-making: Leaders seldom make decisions by themselves. They

gather the necessary information, actively listen, and consider different opinions before making
informed judgments.
Differentiating roles and effective communication: Leaders must know when to
express themselves clearly and when to listen and learn from others. They must be patient and
cautious in how they express their opinions..
Collaborative leadership: Effective leaders practice self-reflection, prioritize positive
impact and articulate their thoughts rationally and consistently. They continuously communicate
the organization's vision and engage with their team.
Enlisting a shared vision: Leaders communicate and engage with their team to convey
the organization's vision, constantly aligning and discussing it with the rest of the team.

The video on leadership and Chapter 6 both underscore crucial elements in rallying individuals
around a shared vision. They accentuate the significance of attentive listening, valuing diverse
perspectives, and integrating team input to shape a unified vision. Authentic communication and
wholehearted belief in the vision emerge as pivotal factors to motivate and involve others. Both
resources advocate instilling pride in contributions, utilizing varied forms of expression to make
the vision tangible, and ensuring continual engagement with the team. Overall, they emphasize
the leader's role in not only formulating a vision but also in fostering a genuine connection to it,
encouraging active participation, and sustaining enthusiasm. The concepts of genuine belief,
inclusive communication, and consistent engagement stand out as fundamental strategies in both
the video and Chapter 6 for enlisting others in a collective mission.
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References

Inditex (2016). Sustainable Management of the supply chain | Inditex. Inditex.

https://static.inditex.com/annual_report_2016/en/our-priorities/sustainable-management-

of-the-supply-chain/

Jopson, B. (2022, September 14). Inditex ramps up production over supply chain concerns.

Financial Times.

https://www.ft.com/content/c43e281c-0a17-4392-bac7-9643fc47763a

Martinroll. (2021, December 7). The secret of Zara’s success: A culture of customer co-creation

| Martin Roll. Martin Roll. https://martinroll.com/resources/articles/strategy/the-secret-of-

zaras-success-a-culture-of-customer-co-creation/

Orwig, S. F. (2023, October 31). Amancio Ortega | Biography & Facts. Encyclopedia

Britannica. https://www.britannica.com/biography/Amancio-Ortega