1. How Do We Acquire Contagious Leaders?

    August 9, 2015 by BPIR.com Limited


    Originally posted on Work Force by Alan Preston


    How do we recruit (or groom) “contagious” leaders – people who spread their skills and develop more leaders? I know it won’t be easy, but give me some idea how to go about establishing this type of leadership culture.


    Recruiting and grooming people who will perpetuate a contagious leadership culture must start with support from the C-suite. First and foremost, senior leadership will need to prioritize this effort and supply the financial resources necessary. But money isn’t the only driving factor: What’s most important is providing leadership by example.

    To spread the types of leadership behaviors you desire, there must be a visible demonstration of this commitment at all levels. A mentoring program, for example, is a great way to demonstrate what you value, so that’s where you should begin.

    Start by selecting a small group of leaders who exemplify the behaviors you want to replicate, along with a member of your senior management team to serve as the sponsor. Generally speaking, you’re looking for extroverts with strong communication skills and genuine enthusiasm for leadership development in themselves and others.

    Be specific when you tell this team what their mission is, how they can contribute, and what the payoff will be. Everyone is doing more with less these days, so it’s important to remember that even the most dedicated among us are not likely to carve out time for activities that bring no reward. But for many, the reward is simply the recognition for doing something important and the opportunity to contribute at a higher level.

    Mentoring can be formal and structured or informal and loose, but it must happen with regularity. Leaders who volunteer to be mentors should be responsible for making it happen and for talking up their efforts around the company. Additionally, your corporate communications team or HR should publicize your mentoring program and include supportive comments from senior leadership. What’s important to the C-suite will become important to everyone else.

    Mentoring that fits your company culture and is publicized properly will go a long way toward demonstrating what you value. But even a strong program is not enough by itself to transform your organizational culture. In addition, you’ll want to build leadership performance, evangelism and the development of others into performance appraisals. Nothing gets attention more than objectives that have an impact on salary at review time.

    After institutionalizing expectations around contagious leadership, you’ll want to recognize and reward it. It can be quite inspiring for leaders and individual contributors alike to see others get recognized for their successful contributions to company culture. We tend to emulate those who are successful, and often people will look to those who are recognized as the examples they should follow.

    As we know, actions speak louder than words. By dedicating time, resources, recognition and senior leadership involvement, you will create a contagious leadership culture and propel your organization toward higher performance all around.

  2. Leadership Performance

    June 28, 2015 by BPIR.com Limited

    Originally posted on Linkedin by Jim Gilchrist

    We all have experienced ineffective ‘leaders’ at some point in our careers. Many people are mistakenly referred to as leaders simply because of their title or the position that they hold in their organization. But just because a person occupies a ‘leadership positon’ does not mean that they actually perform as an effective leader. Just like any other business activity, the measure of leadership effectiveness must be based on actual performance. Effective leaders experience performance success because they have willing followers, they possess attractive leadership characteristics, and they actually use their leadership skills.

    Leaders have willing followers

    A leader without followers is simply not a leader – after all, without followers, who are they really leading? And since leaders and their followers need each other, their objectives and interactions must be mutually supportive. They both want something, and they rely on the other party(s) to help them to acquire it. On the one hand, the leader wants to achieve an outcome, and after they determine an appropriate direction, they will need their followers to complete activities that will bring forth their desired result. (This is why leaders try to surround themselves with the right people). And followers will support a leader who will satisfy a common collective need or desire, therefore they will be attracted, and their support will be retained, based on their confidence in the leader’s ability to accomplish this.

    But the most effective leaders don’t just have followers; they have willing followers. The commitment given is totally different between a follower who is required to support a leader and one from whom the leader has earned their willing support. Leaders who have followers simply because of their title, or position, will never have the same effectiveness as those who attract and retain truly loyal followers based on their actual leadership performance.

    Since people are by their nature different, their expectations of what a leader can do for them, and therefore their willingness to follow, can be different as well. Despite the fact that many leaders may obtain initial support from core ‘groups’ of similar people with similar desires, their real success will depend on their ability to make a connection with as many followers as necessary despite any differences that exist among them. And while it may be easier to lead a group of homogenous followers, who have some common characteristic, a greater challenge exists for the leader who is required to bring together very diverse followers in order to achieve some higher goal that is beyond their initial commonality.

    You cannot lead if you don’t have the leadership characteristics that are necessary to attract followers

    How would you answer this question; the main characteristic of an effective leader is…….?

    I can assure you that we would see a great variety of responses based on what is most important to individuals when they are deciding whom they should or should not follow. In many instances people will default to a person’s high technical competency as a key leadership characteristic, but relying only on technical competency is a too frequent recipe for ineffective leadership performance. Many of us have experienced the frustration that occurs when a highly technical person takes on a leadership role, yet still fails to achieve effective performance results.

    And while various levels of technical capability are important (depending on the situation), for effective leadership performance to be experienced, significant personality based non-technical skills need to be present as well. In contrast to the previous example, I am sure that we can find many cases where performance success was realized when non-technical people have lead technically superior followers. I have experienced this with many of my clients, so I am comfortable in saying that effective leadership is not rooted in technical competency, but really requires the presence of some combination of suitable non-technical personality-related skills.

    So what are the essential skills for effective leadership and what is their right combination? It depends on the situation. Despite what many people want to hear, there is no one desirable leadership model. The great variances in people, as well as their changing needs within dynamic environments, creates a level of complexity that no one form of leadership can consistently respond to. Failure to recognize, and respond to, this fluid complexity is why so many people perform poorly in a leadership role. And as a result, truly effective leadership is quite rare. Similarly, leadership development programs that fail to recognize the dynamic and individualistic nature of leadership are really only sharing information about possible ‘desired’ leadership traits, a process that later results in poor leadership performance when there is a mismatch between the education and the application. In other words, since one leadership ‘shoe’ does not fit all, unless development programs are adaptive to individual needs they will generally be informative but ineffective.

    Come on, there must be some common performance characteristics of effective leaders

    Effective leadership involves adapting any number of appropriate non-technical performance characteristics to a given situation. However, beyond an individualistic approach to effective leadership, we can say that there are some broad categories of performance-related characteristics that most effective leaders will have covered.

    -Invariably, effective leaders have a vision of what they want to accomplish. Whether on a societal, organizational, departmental, team or individual level, the most effective leaders can visualize a realistic and obtainable goal, or solution, that they want their followers to satisfy at a specific point in time in the future. This ability to visualize is based in their individual cognitive capability which enables them to organize and evaluate complex information in order to develop solutions to problems that will be effective within a given time horizon. The farther into the future that a leader has to contemplate, and plan for, the greater will be the complexity of the information involved, the strategies to be developed, the solutions to be formulated and the contingencies to be considered. Higher levels of cognitive capability help to shape the strategic focus that leaders use to guide their followers.

    If a person does not have the cognitive capability necessary

    for their specific leadership requirement

    they will fail to lead effectively.

    For example, leaders of countries or societies will require significantly higher levels of cognitive capability due to the far more complex and inter-related issues that they need to understand, and contend with, and the farther into the future that they will have to plan. Because of the larger number of potential followers, and thus a greater degree of diversity, the complexity of issues they face becomes substantial.

    Beyond the influence of organizational size, at any leadership level, anyone who does not have the required cognitive capability to perform in their respective leadership role will spend more time protecting their position than they will spend leading. Without cognitive capability there will be no vision, and without vision there will be no direction and no progress.

    • High performing leaders can effectively communicate their vision to their current and future followers in a way that is understandable, relevant and motivating. Again, recognizing diversity, they adapt their communication to the communication needs of their followers in order to get their message across most effectively. By doing so they are much more capable of influencing, attracting and retaining current and new followers.
    • They create rapport with their followers through their strong interpersonal skills and emotional intelligence. By establishing rapport, effective leaders gain trust, credibility and loyalty among their followers who, as a result, are more willing to follow, to listen to the leader’s vision, to commit to the vision, and to actively perform in ways that will fulfill it.
    • While leaders want to be personally successful, they understand that this requires their follower’s help (no one is an island). Having a true team perspective, they are motivated to help their followers to be successful as well, knowing that when they do everyone’s needs will be satisfied. It is not surprising that true leaders are not afraid to surround themselves with talented people, and that they devote time and energy to the development of future internal leaders.
    • They embrace and facilitate change. A leadership vision is never about maintaining the ‘status quo’, as it always involves some degree of change. Effective leaders consistently have a growth-oriented mindset and the ability to encourage similar change-oriented thinking in their followers. By personally embracing change they act as a role model for change in the people around them, and they use their interpersonal and communication skills (building rapport) to influence their follower’s comfort and trust in change as well. Similarly, like all top performers, the growth-orientation of effective leaders translates in their commitment to life-long learning and they likewise encourage career-satisfying ongoing learning and development in their followers.
    • Effective leaders are self-aware. They are aware of their general performance capabilities and their leadership-related strengths and weaknesses (accurate third-party assessment is valuable here). This self-awareness helps them to understand their leadership ‘comfort zone’, their natural reactive tendencies, and when their preferences will be effective in given situations. More importantly, self-awareness enables them to determine when their preferences will not be effective in a given situation. Doing so will help them to adapt, and thus perform better, when situational leadership demands, and the diversity of their followers, are outside of their specific comfort zone. Finally, individualized self-awareness enables them to identify specific performance-related gaps, to then develop specific performance enhancement activities and thus to develop a broader, more all-encompassing leadership capability which in turn makes situational response and adaptation easier.
      You won’t keep your followers if you don’t use your leadership skills effectively

    Leaders actually perform. It’s really that simple.

    Effective leaders don’t promise to perform, they don’t claim to have performed when they have not – they simply do what they say they will do. And, as humans will, should they make a performance mistake, they admit it, they learn from it and they correct it. We can say that, in addition to their actual performance, effective leaders gain credibility with their followers due to their honesty and integrity and their willingness to accept responsibility for their actions.

    Leadership is essentially an action, not a title, or a promise. It is one thing to know about leadership, but it’s totally another to actually be an effective leader. There are numerous books and leadership development programs that will tell people how to be a leader, but they are relatively useless unless the education is translated into practical individualized application (this is where performance coaching can help). We all have various degrees of leadership characteristics and the potential to enhance our leadership skills. The key is to consistently grow and expand our leadership capabilities by using the skills that we have, and being aware of, and developing, the skills that we are missing. Doing so will expand our ability to perform and to engage larger numbers of diverse followers by adapting to all of their needs. The benefit is that people will be attracted to a leader who they believe will help them, and they will stay with a leader whose performance proves it.

  3. How to Design Your Organization: Part 2 – The 5 Classic Mistakes

    June 21, 2015 by BPIR.com Limited


    Originally posted on Organizational Physics by Lex Sisney

    Here are five telltale signs of structure done wrong. As you read them, see if your organization has made any of these mistakes. If so, it’s a sure sign that your current structure is having a negative impact on performance.

    Mistake #1: The strategy changes but the structure does not

    Every time the strategy changes — including when there’s a shift to a new stage of the execution lifecycle — you’ll need to re-evaluate and change to the structure. The classic mistake made in restructuring is that the new form of the organization follows the old one to a large degree. That is, a new strategy is created but the oldhierarchy remains embedded in the so-called “new” structure. Instead, you need to make a clean break with the past and design the new structure with a fresh eye. Does that sound difficult? It generally does. The fact is that changing structure in a business can seem really daunting because of all the past precedents that exist – interpersonal relationships, expectations, roles, career trajectories, and functions. And in general, people will fight any change that results in a real or perceived loss of power. All of these things can make it difficult to make a clean break from the past and take a fresh look at what the business should be now. There’s an old adage that you can’t see the picture when you’re standing in it. It’s true. When it comes to restructuring, you need to make a clean break from the status quo and help your staff look at things with fresh eyes. For this reason, restructuring done wrong will exacerbate attachment to the status quo and natural resistance to change. Restructuring done right, on the other hand, will address and release resistance to structural change, helping those affected to see the full picture, as well as to understand and appreciate their new roles in it.

    Mistake #2: Functions focused on effectiveness report to functions focused on efficiency

    Efficiency will always tend to overpower effectiveness. Because of this, you’ll never want to have functions focused on effectiveness (sales, marketing, people development, account management, and strategy) reporting to functions focused on efficiency (operations, quality control, administration, and customer service). For example, imagine a company predominantly focused on achieving Six Sigma efficiency (which is doing things “right”). Over time, the processes and systems become so efficient and tightly controlled, that there is very little flexibility or margin for error. By its nature, effectiveness (which is doing the right thing), which includes innovation and adapting to change, requires flexibility and margin for error. Keep in mind, therefore, that things can become so efficient that they lose their effectiveness. The takeaway here is: always avoid having functions focused on effectiveness reporting to functions focused on efficiency. If you do, your company will lose its effectiveness over time and it will fail.

    Mistake #3: Functions focused on long-range development report to functions focused on short-range results

    Just as efficiency overpowers effectiveness, the demands of today always overpower the needs of tomorrow. That’s why the pressure you feel to do the daily work keeps you from spending as much time with your family as you want to. It’s why the pressure to hit this quarter’s numbers makes it so hard to maintain your exercise regime. And it’s why you never want to have functions that are focused on long-range development (branding, strategy, R&D, people development, etc.) reporting to functions focused on driving daily results (sales, running current marketing campaigns, administration, operations, etc.). For example, what happens if the marketing strategy function (a long-range orientation focused on branding, positioning, strategy, etc.) reports into the sales function (a short-range orientation focused on executing results now)? It’s easy to see that the marketing strategy function will quickly succumb to the pressure of sales and become a sales support function. Sales may get what it thinks it needs in the short run but the company will totally lose its ability to develop its products, brands, and strategy over the long range as a result.

    Mistake #4: Not balancing the need for autonomy vs. the need for control

    The autonomy to sell and meet customer needs should always take precedence in the structure — for without sales and repeat sales the organization will quickly cease to exist. At the same time, the organization must exercise certain controls to protect itself from systemic harm (the kind of harm that can destroy the entire organization). Notice that there is an inherent and natural conflict between autonomy and control. One needs freedom to produce results, the other needs to regulate for greater efficiencies. The design principle here is that as much autonomy as possible should be given to those closest to the customer (functions like sales and account management) while the ability to control for systemic risk (functions like accounting, legal, and HR) should be as centralized as possible. Basically, rather than trying to make these functions play nice together, this design principle recognizes that inherent conflict, plans for it, and creates a structure that attempts to harness it for the overall good of the organization. For example, if Sales is forced to follow a bunch of bureaucratic accounting and legal procedures to win a new account, sales will suffer. However, if the sales team sells a bunch of underqualified leads that can’t pay, the whole company suffers. Therefore, Sales should be able to sell without restriction but also bear the burden of underperforming accounts. At the same time, Accounting and Legal should be centralized because if there’s a loss of cash or a legal liability, the whole business is at risk. So the structure must call this inherent conflict out and make it constructive for the entire business.

    Mistake #5: Having the wrong people in the right functions

    I’m going to talk about how to avoid this mistake in greater detail in a coming article in this series but the basics are simple to grasp. Your structure is only as good as the people operating within it and how well they’re matched to their jobs. Every function has a group of activities it must perform. At their core, these activities can be understood as expressing PSIU requirements. Every person has a natural style. It’s self-evident that when there’s close alignment between job requirements and an individual’s style and experience, and assuming they’re a #1 Team Leader in the Vision and Values matrix, then they’ll perform at a high level. In the race for market share, however, companies make the mistake of mis-fitting styles to functions because of perceived time and resource constraints. For example, imagine a company that just lost its VP of Sales who is a PsIu (Producer/Innovator) style. They also have an existing top-notch account manager who has a pSiU (Stabilizer/Unifier) style. Because management believes they can’t afford to take the time and risk of hiring a new VP of Sales, they move the Account Manager into the VP of Sales role and give him a commission-based sales plan in the hope that this will incentivize him to perform as a sales person. Will the Account Manager be successful? No. It’s not in his nature to hunt new sales. It’s his nature to harvest accounts, follow a process, and help customers feel happy with their experience. As a result, sales will suffer and the Account Manager, once happy in his job, is now suffering too. While we all have to play the hand we’re dealt with, placing people in misaligned roles is always a recipe for failure. If you have to play this card, make it clear to everyone that it’s only for the short run and the top priority is to find a candidate who is the right fit as soon as possible.

  4. How to Design Your Organization: Part 1 – Parachute or a Rocket?

    June 20, 2015 by BPIR.com Limited


    Originally posted on Organizational Physics by Lex Sisney

    If I were to ask you a random and seemingly strange question, “Why does a rocket behave the way it does and how is it different from a parachute that behaves the way it does?” You’d probably say something like, “Well, duh, they’re designed differently. One is designed to go fast and far and the other is designed to cause drag and slow an objection in motion. Because they’re designed differently, they behave differently.” And you’d be correct. How something is designed controls how it behaves. (If you doubt this, just try attaching an engine directly to a parachute and see what happens). But if I were to ask you a similar question about your business, “Why does your business behave the way it does and how can you make it behave differently?” would you answer “design?” Very few people – even management experts – would. But the fact is that how your organization is designed determines how it performs. If you want to improve organizational performance, you’ll need to change the organizational design. And the heart of organizational design is its structure.

    Form Follows Function — The 3 Elements of Organizational Structure & Design

    There’s a saying in architecture and design that “form follows function.” Put another way, the design of something should support its purpose. For example, take a minute and observe the environment you’re sitting in (the room, building, vehicle, etc.) as well as the objects in it (the computer, phone, chair, books, coffee mug, and so on). Notice how everything serves a particular purpose. The purpose of a chair is to support a sitting human being, which is why it’s designed the way it is. Great design means that something is structured in such a way that it allows it to serve its purpose very well. All of its parts are of the right type and placed exactly where they should be for their intended purpose. Poor design is just the opposite. Like a chair with an uncomfortable seat or an oddly measured leg, a poorly designed object just doesn’t perform like you want it to.

    Even though your organization is a complex adaptive system and not static object, the same principles hold true. If the organization has a flawed design, it simply won’t perform well. It must be structured (or restructured) to create an design that supports its function or business strategy. Just like a chair, all of its parts or functions must be of the right type and placed in the right location so that the entire system works well together. What actually gives an organization its “shape” and controls how it performs are three things:

      1. The functions it performs.
      2. The location of each function.
      3. The authority of each function within its domain.

    The functions an organization performs are the core areas or activities it must engage in to accomplish its strategy (e.g. sales, customer service, marketing, accounting, finance, operations, CEO, admin, HR, legal, PR, R&D, engineering, etc.). The location of each function is where it is placed in the organizational structure and how it interacts with other functions. The authority of a function refers to its ability to make decisions within its domain and to perform its activities without unnecessary encumbrance. A sound organizational structure will make it unarguably clear what each function (and ultimately each person) is accountable for. In addition, the design must both support the current business strategy and allow the organization to adapt to changing market conditions and customer needs over time.

    What Happens When an Organization’s Structure Gets Misaligned?

    When you know what to look for, it’s pretty easy to identify when an organization’s structure is out of whack. Imagine a company with an existing cash cow business that is coming under severe pricing pressure. Its margins are deteriorating quickly and the market is changing rapidly. Everyone in the company knows that it must adapt or die. Its chosen strategy is to continue to milk the cash cow (while it can) and use those proceeds to invest in new verticals. On paper, it realigns some reporting functions and allocates more budget to new business development units. It holds an all-hands meeting to talk about the new strategy and the future of the business. Confidence is high. The team is a good one. Everyone is genuinely committed to the new strategy. They launch with gusto.
    But here’s the catch. Beneath the surface-level changes, the old power structures remain. This is a common problem with companies at this stage. The “new” structure is really just added to the old one, like a house with an addition – and things get confusing. Who’s responsible for which part of the house? While employees genuinely want the new business units to thrive, there’s often a lack of clarity, authority, and accountability around them. In addition, the new business units, which need freedom to operate in startup mode, have to deal with an existing bureaucracy and old ways of doing things. The CEO is generally oblivious to these problems until late in the game. Everyone continues to pay lip service to the strategy and the importance of the new business units but doubt, frustration, and a feeling of ineptitude have already crept in. How this happens will become clearer as you read on.

    Edwards Demming astutely recognized that “a bad system will defeat a good person every time.” The same is true of organizational structure. Structure dictates the relationship of authority and accountability in an organization and, therefore, also how people function. For this reason, a good team can only be as effective as the structure supporting it. For even the best of us, it can be very challenging to operate within an outdated or dysfunctional structure. It’s like trying to sail a ship with a misaligned tiller. The wind is in your sails, you know the direction you want to take, but the boat keeps fighting against itself.

    An organization’s structure gets misaligned for many reasons. But the most common one is simply inertia. The company gets stuck in an old way of doing things and has trouble breaking free of the past. How did it get this way to begin with? When an organization is in startup to early growth mode, the founder(s) control most of the core functions. The founding engineer is also the head of sales, finance, and customer service. As the business grows, the founder(s) become a bottleneck to growth — they simply can’t do it all at a larger scale. So they make key hires to replace themselves in selected functions – for example, a technical founder hires a head of sales and delegates authority to find, sell, and close new accounts. At the same time, the founder(s) usually find it challenging to determine how much authority to give up (too much and the business could get ruined; too little and they’ll get burned out trying to manage it all).

    As the business and surrounding context develop over time, people settle into their roles and ways of operating. The structure seems to happen organically. From an outsider’s perspective, it may be hard to figure out how and why the company looks and acts the way it does. And yet, from the inside, we grow used to things over time and question them less: “It’s just how we do things around here.” Organizations continue to operate, business as usual, until a new opportunity or a market crisis strikes and they realize they can’t succeed with their current structures.

    What are the signs that a current structure isn’t working? You’ll know its time to change the structure when inertia seems to dominate — in other words, the strategy and opportunity seem clear, people have bought in, and yet the company can’t achieve escape velocity. Perhaps it’s repeating the same execution mistakes or making new hires that repeatedly fail (often a sign of structural imbalance rather than bad hiring decisions). There may be confusion among functions and roles, decision-making bottlenecks within the power centers, or simply slow execution all around. If any of these things are happening, it’s time to do the hard but rewarding work of creating a new structure.

  5. Do You Have a Blah, Blah Vision or a DRIVING Vision?

    June 19, 2015 by BPIR.com Limited


    Originally posted on Quality Digest by Jesse Lyn Stoner

    Does your vision sound something like this? “Our vision is to provide aggressive strategic marketing with quality products and services at competitive prices to provide the best value for consumers.”

    Bad news. You have a blah, blah, blah vision. Do yourself and everyone on your team a favor: Take it down.

    You have two choices. You can decide you don’t need a vision and get on with your work. Or, you can engage with your team in creating a driving vision—one that lives in the hearts and minds of everyone and naturally drives behavior and decisions.

    A driving vision is a clearly articulated, results-oriented picture of a future you intend to create. It’s a dream with direction.

    When it is shared, it generates a tremendous amount of energy that drives you where you want to go. If you are in doubt, here are eight ways vision creates a powerful, driving force.

    The seven characteristics of a DRIVING vision

    When your vision meets these seven criteria, you will be DRIVING in the right direction.

    D-Demanding purpose

    The invitation and opportunity to achieve greatness excites and enlivens us. A noble purpose that challenges us to rise to our potential is inspiring and appeals to our natural human instincts. It helps us understand the importance of our work and gives meaning to our daily activities.


    A vision describes a clear picture of what the future will look like—something you can actually see in your imagination. It is a picture of the end result—what it looks like when you are fulfilling your purpose. It does not include the process to get there. The vision is the target. The effectiveness of the strategies and goals you set will be tested by how well they move you toward your vision, and often they require adjustment.

    I-Illuminates values

    It is easier to stay focused and motivated when the vision connects with what we care deeply about—our values. And when the vision has been taken into the minds and hearts of the people, it endures beyond the tenure of the leader who articulated it. Values are implicit in driving visions. (e.g., the values in Martin Luther King’s “Dream” are clearly implied: brotherhood, freedom, and dignity.) The values must be fundamentally connected with the organization’s purpose. A vision for a financial services organization might include values like accuracy, reliability and dependability while the vision for an amusement park might include fun and safety.


    Creating a vision about what you want—a proactive vision—is what makes it vibrant and energizing. A reactive vision based on negativity and what you want to get rid of is short-lived because it doesn’t take you anywhere. A vision that excludes or does harm to its environment isn’t sustainable because the organization is part of its environment and ultimately is doing harm to itself.


    It should explain in plain language what the company is about—what is unique about it that differentiates it from others. A generic blah, blah, blah statement means nothing, makes people lose confidence in the leadership of their company, and turns off customers. Too many vision statements are wordsmithed to death.


    A vision should not be about beating the competition. Where do you go after the race is over? It’s about being the best you can be. An enduring vision continues to provide guidance. The farther you proceed, the clearer your vision becomes and the more the magnitude enlarges. There is no such thing as a five-year vision, only a five-year goal. The vision answers, “What’s next?” after that goal is achieved.


    When the organization is guided by a shared vision, the role of leadership naturally shifts from controlling and managing to supporting and enabling. Empowerment only makes sense in the context of a shared vision. When everyone understands the vision, is committed to it, and sees where they fit and how their actions contribute, they can be trusted to make decisions.