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• W4383900611 abstract "Change is the only constant. As such, change leadership, or leading through change, is a significant facet of leadership. To “ensure broad and successive generations of management will also adhere to new ways of doing things,”1 the literature suggests “establishing a sense of urgency, creating guiding principles, developing a vision and strategy, empowering broad-based action, generating short-term wins, consolidating gains and producing more change, and anchoring new approaches in culture.”2In this article, I will address developing guiding principles and a vision to equip leaders with the tools to kick-start meaningful and lasting change.Leadership requires taking time off the metaphorical treadmill to take stock of past achievements, current conditions, and future goals. At its core, developing guiding principles and a vision is a creative process by which leaders develop roadmaps and bring the team together. As John Kotter states, “Guiding principles develop a picture of the future that is relatively easy to communicate and appeals to customers, stockholders, and employees.”3Developing guiding principles directly affects the ease with which larger decisions can be made. In other words, when it comes time to make decisions, a leader can refer to the guiding principles and determine how they may direct the desired outcome. Guiding principles can also function to “encourage team members to work outside the normal hierarchy.”4Developing guiding principles results in a grounded and focused leadership style. To this end, using “data tools to impact decisions, processes, and programming”5 is immensely powerful. Importantly, though, guiding principles are not meant to remain static, and leaders should not hold fast to these pillars. Instead, guiding principles are intended to be a flexible framework, to be revised as necessary.Taking root in the guiding principles, a vision “always goes beyond the numbers that are typically found in five-year plans,” Kotter writes. “A vision says something that helps clarify the direction in which an organization needs to move.”6Developing a shared vision can pose a challenge; creating “a strong captivating vision [that] serves as a magnet to attract people to participate and helps create the highly functioning team's foundation”7 is far easier said than done. Visions can be interpreted differently across the team depending on team members’ “roles and responsibilities or their stage of career development.”8 As such, essential to the vision is not that it be prescriptive by nature; instead, as Michelle Bennett states, “what is most important is that each person understands the overall vision and goals and how they contribute to the collective effort.”9Following vision creation is strategy development—that is, specific steps to achieve the vision. This can be done first, unbounded by resources, then further developed to work within the bounds of the resources at hand. This process can help define resources that may be needed and can serve as a rationale for the request.By embodying the vision and intentionally incorporating the guiding principles into everyday activities, leaders empower others to act on their vision and fold their vision into the cultural vernacular. Turning a vision and guiding principles into action involves removing obstacles for team members so the act of incorporating the vision is the path of least resistance. To this end, systems and structures that undermine the vision should be removed.Developing guiding principles and a vision is not intended to be a solitary job. In fact, part of communicating the vision involves empowering and encouraging employees to approach obstacles creatively, “trying new approaches, developing new ideas, and providing leadership”10 to others.Importantly, leaders should involve team members in the development process, allowing the team to build the nuance of the day-to-day experience into the guiding principles and vision. As simple as it may seem, the act of allowing team members to take ownership of the guiding principles and vision and the new procedures that fall out of them brings a sense of purpose and pride that isn't necessarily possible when procedures are handed down from the top.The next column in this series will discuss effective and impactful communication techniques for ingraining a new direction into the fabric and daily activity of your team." @default.
• W4383900611 created "2023-07-12" @default.
• W4383900611 creator A5028803011 @default.
• W4383900611 date "2022-12-14" @default.
• W4383900611 modified "2023-10-07" @default.
• W4383900611 title "Guiding Principles and Vision Development" @default.
• W4383900611 doi "https://doi.org/10.58831/2831-7920-1.5.1" @default.
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