| 980's and 1990’s were truly the golden years | | | | the organization and a plan for their achievement. |
| for most businesses. Growth was the order of the | | | | Most organizations fail to complete even a one year |
| day and the opportunities for success were plentiful. | | | | plan, let alone a five year plan, and both are critical. A |
| Now, the golden years are over. Businesses are laying | | | | strategic objective, a comprehensive picture of |
| people off, cutting back, and positioning themselves | | | | where the organization will be and what it will look |
| to survive. In these difficult economic times, new | | | | like in five years, allows people in the organization to |
| approaches are required to succeed and prosper. | | | | see their future through the organization and |
| True leadership must include the following: | | | | mobilizes them into action to achieve that future. |
| Vision for the organization - Essential to any | | | | Furthermore, with a strategic objective, management |
| successful organization is a powerful vision for its | | | | can establish yearly objectives, monthly goals, and |
| future. A powerful vision serves as a source of | | | | weekly targets. These elements serve to focus |
| inspiration for the employees, unleashing their | | | | people's activities and tends to take the power and |
| creativity and effectiveness. Without such a vision, | | | | energy existing in the organization, which is typically |
| work saps people of their natural aliveness and | | | | scattered in a number of different directions, and |
| motivation, leaving them feeling disempowered and | | | | align it on a defined future. |
| resigned. Organizations cannot be effective under | | | | A suitable organizational structure - In most |
| such circumstances. | | | | organizations, once the leadership has aligned on a |
| An example of what a powerful vision did for an | | | | vision, a culture and a strategic objective, what will |
| organization was what President Kennedy's vision of | | | | be necessary is for someone to assume the |
| landing a man on the moon did for NASA. At the | | | | responsibility of leader and for all others to be |
| time of Kennedy's famous pronouncement, NASA did | | | | committed to empowering that leader. |
| not have the money, the rocketry, the materials, the | | | | The primary job of the leader then becomes keeping |
| computer technology, or the manpower. Yet, the | | | | the vision alive and in front of everyone in the |
| vision was so powerful that it mobilized thousands of | | | | organization and making sure that the culture is |
| people into action, and on July 20, 1969 the mission | | | | understood, appreciated and followed. Another |
| was accomplished. | | | | function of the leader is to make sure that the goals |
| In an organizational setting, a vision for the | | | | are understood, regularly updated and that a plan is |
| organization is equally important, although it obviously | | | | established for the accomplishment of all objectives. |
| does not have to be so grandiose. It should, | | | | A third function of the leader is to hold people |
| however, include a statement of the organizations | | | | accountable for fulfilling on their commitments, for no |
| fundamental commitments and values; its | | | | organization can succeed if people don't take |
| commitments to its customers, to the quality of its | | | | seriously what they take on. The final function of the |
| work, to its employees and owners, and to the | | | | leader is to make sure people are acknowledged and |
| community in which it operates. | | | | rewarded for the contributions that they make to |
| An empowering culture - In most organizations, the | | | | the organization. |
| culture permits idle gossiping, complaining, competition, | | | | The fundamental role of everyone else is to |
| a short term focus, and many other behaviors that | | | | empower the leader. This involves listening, embracing |
| disempower by pitting individuals against each other. | | | | the vision, being willing to make commitments and |
| If an organization is to survive in the 21st century, it | | | | promises, being willing to be held accountable and |
| is going to have to develop and implement a culture | | | | making the leader right. People in organizations must |
| designed to inspire people and to forge people into a | | | | understand that their interest is served only when |
| cohesive group. Everyone in the organization must be | | | | the leader wins and that everybody loses when the |
| aligned on a common future and must operate | | | | leader is criticized or otherwise made wrong. |
| according to the rules of team. The culture must | | | | Ignoring the realities of the present economic |
| empower people to build relationship and promote | | | | circumstances has already proven fatal to many |
| communication. An environment that eliminates gossip | | | | organizations and will continue to claim casualties in |
| and complaints, resolves competitive tension, focuses | | | | the future. By exemplifying leadership, by mastering |
| individual achievement on the success of the entire | | | | the elements discussed herein, the management of |
| organization, and provides customers with more than | | | | organizations can gain control over their futures and, |
| they expect, will be absolutely imperative. | | | | with a great deal of predictability, insure not only their |
| Goals, objectives, and a plan - A critical element of | | | | survival but their success. |
| leadership is clarity as to the goals and objectives of | | | | |