Vision, Strategy, Decisiveness, Part Two, of Three

To be effective, a vision and strategy must be communicated in a way that it is understandable and believable (trust). Bennis continues; “Above and beyond his (her) envisioning capabilities, a leader must be a social architect who understands the organization and shapes the way it works. Continue reading “Vision, Strategy, Decisiveness, Part Two, of Three”

Vision, Strategy, Decisiveness, Part One (of 3 parts)

Vision, the desired state of an organization, a focus for the future. Leaders bear the responsibility for developing this vision and are charged with the translating it into action (strategy). When members of the organization share this vision they are empowered by its image and achieve greater success. Translating vision to action requires trust, unlimited communication, and leading by example. It’s not easy. Why? Organizational culture (its personality), and lack of decisiveness on the part of the leader interferes with implementation. Let’s discuss this in more detail. Continue reading “Vision, Strategy, Decisiveness, Part One (of 3 parts)”

Praise and Recognition, Part 3 (3rd and final part)

Steps to meaningful and satisfying statements of recognition and praise:

Effective leaders must recognize positive results and solid performance. It’s inherent in the role they play to encourage and support their employees. Continue reading “Praise and Recognition, Part 3 (3rd and final part)”