LEADERSHIP VISION: Worksheet. Mary Beth O Neill and Roger Taylor LEADERSHIP ALIGNMENT CYCLE

Transcription

1 LEADERSHIP VISION: Worksheet Mary Beth O Neill and Roger Taylor LEADERSHIP ALIGNMENT CYCLE Backbone and Heart is a registered trademark of Mary Beth O Neill. The Leadership Alignment Cycle is , Roger Taylor.

2 TABLE OF CONTENTS This is a companion document to the Leadership Vision pdf from the Leadership Alignment Cycle. Here you will find an extensive Worksheet that you can use to clarify your thinking as you create your Leadership Vision. Leadership Vision Worksheet 3 Products and Services 18 BIOS 19 2

3 LEADERSHIP VISION WORKSHEET All these tasks have two parts to them -- 1) : there is a practical planning section that ensures you are thorough in your vision, and 2) BACKBONE AND HEART PREP: there is an emotional preparation section to figure out how to do each section with backbone and heart. STEP 1: Clarify The Organizational Context a) Talk to you boss and get clear on 2 things: 1) what you must include in your vision from the wider organization, and 2) what you have the authority to create. 1) List, in general terms, what you want to include in your vision. 2) List, in general terms, what you think your boss wants you to include. 3

4 3) What is the vision that you want to communicate to your boss? BACKBONE AND HEART PREP 4) Are there ways that you feel challenged to align to your manager when you want to create a new goal/vision/path for you and your team? For instance, do you resist their input or, on the other hand, comply without exploration? Write down any challenges you experience in aligning with your manager. 5) What is the final decision that your boss is sponsoring? What is challenging to you about that decision? 4

5 6) How prepared are you to commit to deliver your boss vision while creating your Leadership Vision for your area? b) Get input from peers that you are interdependent with for services, input, or collaboration. 7) What do you find compelling from their input that you want to make sure to include? 8) What is conflictual that needs to be resolved with the relevant sponsor? 5

6 BACKBONE AND HEART PREP 9) Which are you more challenged by -- a) defending against your peers input, or b) accepting their input non-critically? 10) What can you do to meet the challenge in question 9? c) Get input from anyone who could widen your perspective: customers, vendors, market trends, etc. 11) What do you find compelling about the input, that you want to make sure to include? 6

7 BACKBONE AND HEART PREP 12) Which are you more challenged by -- a) defending against customers, vendors, etc. input, or b) accepting their input non-critically? 13) What can you do to balance out that challenge? STEP 2: CREATE A DRAFT. a) Fill out the Leadership Vision using a template like the one on page 4: the business imperative, team culture shift, making the business results, your leader interactions, and your team s interactions specific, measurable, and related to one another. 14) What is the compelling business imperative that speaks to the opportunities and challenges to manage? 7

8 15) What is the team culture shift that needs to be made so that the business imperative can be achieved? (For more on team culture shift, see page 7) 16) How will the new team cultural pattern get you the results you need? How is it connected to the business imperative? BACKBONE AND HEART PREP 17) What is particularly daunting about either the business imperative and/or team cultural shift that you will have to lead with backbone and heart? 8

9 b) Establish business results, your leader interactions, and your team s interactions that are specific, measurable, and related to one another. 18) What are the business results you need to achieve, with the metrics that show that achievement (time, quantity, quality, money)? (For more on business results, see page 9) 19) What are the leader interactions that you will have to do -- with your boss, your peers, and/or your team -- that will ensure that your team excels and the results are achieved? 20) Convert #19 into specific, observable behaviors so you and others know exactly whether you are doing them or not. 9

10 21) What are the team interactions that your team will have to do -- with you, with each other, and/or with their teams -- that will ensure that they excel and the results are achieved? 22) Convert #21 into specific, observable behaviors so you and your team know exactly whether they are doing them or not. BACKBONE AND HEART PREP 23) What do you need to expect of yourself or your team that you have been avoiding, that now needs to be specified in your Leadership Vision? 10

11 24) What resistance, in yourself or from others, will you have to manage in order to end this avoidance? c) Make sure that your leader interactions and your team s interactions will directly impact the business results, achieve the business imperative, and create the team culture shift you want to make. 25) How do you know these leader and team interactions will create the results you want? How do you connect these behaviors to the outcomes you need? 26) How do you know whether these leader and team interactions will create the team culture shift you need? 11

12 BACKBONE AND HEART PREP 27) In order to achieve the business imperative and shift the team culture, will you need to bring more backbone -- be clear and resolved -- and/or more heart -- interested and empathic? What will be most challenging for you to increase either of these dimensions? STEP 3: GET YOUR TEAM S FEEDBACK ON YOUR DRAFT. a) Set aside a time to have a live conversation with your team. 28) Organize your talking points so that your presentation is efficient and your team knows your thinking, so that you can give maximum time for input from your team. BACKBONE AND HEART PREP 29) How important is it to you to get the whole team s input? Therefore, what expectations will you set about your team s attendance at the conversation, and how will you ensure that that expectation is met? 12

13 b) Share your draft Leadership Vision and get input. 30) Find a way to both listen well and capture the team input; for example, get a notetaking resource if you need it. BACKBONE AND HEART PREP 31) Since you are asking for input, the goal is to talk less and listen more. What do you need to prepare for, that might happen in the meeting, to temp you to stop listening? How can you keep listening with curiosity, instead of, for instance, explaining your point of view? 13

14 c) Let the team know when you will decide on the final version. 32) What is the sweet spot -- a date that matches the level of urgency of your situation, that under promises and over delivers so that you can keep your word on the deadline? BACKBONE AND HEART PREP 33) What might be hard for you to say to your team, for example, how much influence they have versus decision-making power? If that is the case, prepare what you will say that accurately describes decision-making authority regarding the vision. 14

15 STEP 4: FINALIZE YOUR LEADERSHIP VISION. a) Get aligned with your boss so your vision will be well sponsored. 34) How can you talk with your manager about the benefits of your Leadership Vision as a vehicle to deliver what your manager wants to accomplish? BACKBONE AND HEART PREP 35) Where are you challenged to find and articulate the link between where you want to take your organization and your manager s goals? 15

16 b) Double check that all your leader interactions and team interactions will give you the greatest leverage to create the team cultural shift you need to produce the business results and to achieve the business imperative. 36) Double check that you can connect the leader and team interactions to achieving the business imperative and team culture shift. What do you have to tweak? BACKBONE AND HEART PREP 37) Is there something about your Leadership Vision that is going to be hard to tell your team (If so, you are probably on the right track)? 38) How will you manage this challenge with backbone and heart? Identify how you will keep yourself on track, for example, what kind of support you may need from others. 16

17 c) Write your vision in language that will be compelling to your team. 39) Ensure that you draft your Leadership Vision accurately and in a way that conveys what is the bracing challenge for you and your team. BACKBONE AND HEART PREP 40) Take a moment to get anchored in the intention and excitement that this Leadership Vision means to you. That is what needs to be shared with your team so they catch the spirit of it. What is the essence of this vision that energizes you? 17

18 PRODUCTS AND SERVICES We offer a range of resources and services to support you in developing your capacity and skill in creating a leadership vision. TOOL FOR YOUR USE This Leadership Vision tool from the website store deepens your understanding of what is required to create one, and what it takes to make it an integrated vision that includes the key interactions among people that will get you to your outcomes. TOOL FOR YOUR ORGANIZATION Get the Leadership Vision tool for your whole organization, so that you can get everyone informed and invested to understand, use, and improve the practice of creating a leadership vision. 1-1 CONSULTATION We provide individual consultation and coaching to help you create your Leadership Vision. TEAM COACHING We can help you and your team create a Leadership Vision that addresses a particularly critical strategic priority, so that you and your team ensure the successful execution of that priority. We provide consultation and coaching for you and your team as part of learning to implement the entire Leadership Alignment Cycle more effectively to make dramatic progress on all your strategic priorities. 18

19 BIOS Mary Beth O Neill For over 25 years Mary Beth has coached a range of leaders, from CEOs, to senior vice presidents, directors, and senior managers, including those in Fortune 100 companies. She works with executives and their teams as well as 1-1 with leaders. Her passion and specialty is to help clients leverage their interactions with their teams to produce bottom line business results. She leads the Executive Coach Training Series for experienced executive coaches, organization consultants, and HR professionals. Mary Beth also trains, coaches, and consults with internal OD/HR departments who are developing internal coaching cadres for their organizations and want to apply a consistently systemic coaching approach with their internal executive clients. She was a graduate faculty member for 23 years in the master s program in Leadership and Organization Development at the Leadership Institute of Seattle (LIOS), at Saybrook University. Mary Beth s book, Executive Coaching with Backbone and Heart, is a classic in the field and a textbook in many coaching schools. It has been translated into 5 languages. Roger Taylor Roger Taylor has been studying leadership and coaching leadership teams for almost 30 years. As a strategic leadership consultant, he has coached at all organizational levels from the C-Suite and Executive teams to front line work groups in organizations across corporate and public sectors, including Fortune 500 and 100 companies. Roger has extensive experience with large-scale organizational learning and leadership development programs; consulting and live-action coaching for intact executives leadership teams, facilitating strategic alignment and cross-functional coordination, change management, intense conflict resolution, and building cultures of performance, accountability, and emotional resilience. He focuses on developing leadership maturity, organization alignment, and outstanding results. Roger s specialty is working with leaders to prepare for and succeed in live business situations where cultural dynamics threaten true progress. He taught graduate-level leadership, consulting, and coaching at the Leadership Institute of Seattle, and has created numerous models on leadership and coaching. 19