Lesson #8 - The Indispensable Quality of Leadership: Vision
Question #1- What is the role of a leader who does not create the overall vision but must support it? How should he or she go about fulfilling that role?
Question #2- Which do you naturally prefer:
-Creating the vision,
-Developing the Strategy for the Vision, or
-Taking a Role in the implementation of the Vision?
- Explain your answer.
Please answer both questions and respond to others posts
Week 4, Lesson #8
ReplyDeleteQuestion #1
One of the primary roles of any leader is to carry out the missions or visions of that particular organization. The first step in doing that is a clear understanding of what that looks like. A popular phrase within the fire service is “leaders intent.” Leaders intent is defined as task, purpose, and end state. The “end state” portion of that definition is just that. What does the organization expect that mission to look like? Once the leader has a clear understanding of what that looks like they can develop a plan for fulfilling that role. Ultimately the leader is responsible for ensuring the overall vision or mission of the organization is carried out.
Good point Bobby, True leaders are ultimately responsible for ensuring the vision is working and carried out.
DeleteI agree 100%!! Being an active follower is sometimes the best form of leadership.
DeleteI really appreciate leaders intent. It helps me to know why I was doing a particular task, but for so long it wasn’t OK to ask. For me, knowing why I’m doing something actually helps me do it better. Another part that I think it’s so important with leaders intent is the description of the end-state. What it’s supposed to look like. To me that’s so valuable as a leader because it helps clarify what you’re asking for people to do.
DeleteLeaders intent creates the vision and promotes open communication which allows everyone to be on the same page and work towards the common goal.
DeleteQuestion #1- What is the role of a leader who does not create the overall vision but must support it? How should he or she go about fulfilling that role?
ReplyDeleteI believe it is the responsibility of a leader to support the vision of his leaders. In his book, Maxwell said, “vision comes first,” Maxwell also states, “people depend on the leader for visual stimulation and direction.” If the leader does not support a district’s vision, he can lose his advisory’s and followers’ respect. When you are a leader and ignore your supervisors’ direct vision, you can cause separation, low morale, confusion amongst the crew, and uncertainty in the workplace. The 21 Irrefutable Laws of Leadership states, “people need to buy into the leader, then the vision.” Leader’s fulfill the vision by serving others. The most effective leaders are those who serve. Being part of team means each member must take on the role that helps the team. If you didn’t create the vision, others are still needed to support the vision, develop a strategy for the vision or implement the vision. A good leader takes the role within a team that is needed to support the team. That role may not always be creating the vision. In conclusion, leaders may need to communicate this vision to the team, so that the team can effectively engage and work toward a common goal.
ReplyDeleteQuestion #2- Which do you naturally prefer:
-Creating the vision,
-Developing the Strategy for the Vision, or
-Taking a Role in the implementation of the Vision?
- Explain your answer.
I think I naturally gravitate to the role that is helpful for the team. I think I naturally prefer all three. A leader needs to create a vision to be successful. When we create a vision,, we are providing direction for ourselves and others. I believe we also need to help our followers create their own vision to help them accomplish their own goals. We need to develop strategies to help others understand the path required to accomplish our vision. I like how Maxwell states, “ Paint a picture of the vision for them.” Show them the possibilities, give them hope, be upfront about the challenges and obstacles, inspire them, take breaks when needed, show them a clear path, and finally, practice what you preach. “Practicing what you preach” is the constant following through that is required to implement the strategies that work toward reaching the goal. This requires constant management, attention and reevaluation to keep on the path toward completion of the vision.
Well said Mark. If your not practicing what you preach how can you get the buy in from the people? It keeps you accountable and establishes trust.
DeleteWeek 4, Lesson #8
ReplyDeleteQuestion #2
This question caused me to reflect on the separation between my personal life and my professional career. In my personal life I naturally prefer creating my own vision. In Chapter Eight Steve Jobs was quoted saying “if your working on something exciting that you really care about, you don’t have to be pushed. The vision pulls you.” I find this to be especially true in visions I have created for myself or for my family. In my professional life I prefer being tasked with developing the strategy to carry out the vision. Lastly, I have difficulties sitting back and watching others work on strategies I have developed without helping. This was a difficult question to answer, naturally I prefer having a leadership role on the team that accomplishes all three.
Question #1 – I believe we are all here because we share the same goals. I also believe we have some very intelligent people within our organization. I often use the analogy that there are multiple ways to add to 10 (5+5, 6+4, etc.). While our goal remains the same, we all have our way of getting there. I believe as leaders; we are responsible for supporting the vision. I may not always agree with the path, but I believe in the goal because of the trust I have in our organization. And because I believe in the goal, I will have buy-in, have a positive attitude, and support the vision so we, as an organization, will work towards our goal.
ReplyDeleteWell said Mike, there are multiple ways to do things and most often you get surprised on how others do things very well but a different way.
DeleteI agree and like your insight here Mike. Our trust in the organization automatically gives us reason and purpose to believe-in and support the goal. Well stated Mike!
DeleteGreat points Mike. A positive attitude and trust in our people allows for ease to work towards the goals and create a following.
DeleteLesson8Question#1 What is the role of a leader who does not create the overall vision but must support it? How should he or she go about fulfilling that role? I believe a leaders role in the overall vision is to help others understand the vision short term and long term. Helping others to understand the vision by having patients and let the vision unfold will show them how some things work out and if not I can be altered. Leader’s instill confidence in others that the vision will have a positive outcome overtime.
ReplyDeleteI agree Brian, if leaders cant show the vision you will loose your followers.
Delete
ReplyDeleteLesson8Question#2 Which do you naturally prefer:
-Creating the vision,
-Developing the Strategy for the Vision, or
-Taking a Role in the implementation of the Vision?
As a leader I like to be involved in the implementation of a vision. Being involved in the implementation will really show how the vision works and helps you to see if the vision will work in the long term. Implementation of the vision can help you make adjustments that can allow the vision to be even better. True leaders with great foresight will develop a strategy that can be modified that way as the vision moves along it will produce even greater results.
Question #2 – I prefer developing a strategy for the vision. Naturally, I’m wired to be a very analytical person. I can look at things from multiple perspectives to see how they would affect individuals and the overall plan. However, taking a role in implementing the vision suits me as well. I like to challenge myself and challenge others. I am not afraid of change. I feel that is how we grow. I want to connect with people and reach them personally so that I can understand their perspectives. I believe this is very important, so others know you aren’t after personal gain. You value what they think, how they feel, so they will be more apt to buy-in to what we are trying to change. And it has to be genuine. I’m not just doing this to get what I want. I’m doing this because I care about their input.
ReplyDeleteI agree Mike, people need to know that their input is valued in order for them to want to participate.
DeleteQuestion 1
ReplyDeleteThe role of a leader supporting a vision is a follower, advocate, defender and promoter. While the initial internal passion may not exist or be strong, if the visionary has done a good job to get people’s buy-in, present the vision and paved the path to get there, it will certainly be an easier task to support.
I believe when supporting anything you must also see the perspective of the visionary. You couldn’t possibly be effective in supporting something if you yourself are not armed with the answers, vision and path. As an organization, I truly believe we all have a true passion to carry out the mission of the district. It is extremely likely that whatever vision is being carried out, we as an organization will be fulfilling the mission in some regard and therefore make it easier to have the already present “buy-in”.
Totally agree! Awesome stuff!
DeleteI feel like I operate the best at communicating someone else’s message when I know their heart, purpose and their goal. Leaders intent is usually used when assigning tasks, but personally I feel it’s applicable in the small things and great things. It’s almost the clearest method of communicating something that needs to be done
DeleteI agree Travis. I believe our employees already have "buy in" to anything they believe is carrying out the mission or values of the district.
DeleteQuestion 2
ReplyDeleteI naturally prefer developing the strategy for the vision. I believe this is where a lot of thought and thorough planning must take place for the implementation to be effective. As mentioned in chapter six, this is an area where you can apply, Test, Fail, Learn, Improve and Reenter. This is the portion of vision that works out many details required for overall success. I enjoy strategizing with others, coming up with multiple solutions and anticipating the challenges that will be faced. Developing the strategy could be thought of as the Apollo Missions leading up to the 11th where Neil Armstrong said “That’s one small step for man, one giant leap for mankind.”
Well said Travis. I like the chapter 6 reference. I agree with strategizing with others. Give them buy in and empower them to apart of the vision.
DeleteQuestion #1
ReplyDeleteTo support a Vision or Goal, the leader needs to understand: The why, The how, and the End state. Then with this information, determine where they best fit in: Messenger, Performer, or Facilitator. Often the best leaders are also the best followers; as we all continue down this path, we need to remember that empowering others and ensuring their success is the highest priority.
I agree with you Steve, understanding the "why" behind the goal is most important for you to be the messenger and to lead others
DeleteI agree with you Steve, expressing leaders intent is a perfect way of making it clear to those involved. I also like the importance of empowering others that you shared. Build the team and we will do great things!
DeleteLeaders Intent!!!good way to apply this. Good job STEVEN
DeleteSteve, I 100% agree with the statement "the best leaders, are the best followers." It is nice to have perspective from both sides in order to lead effectively.
DeleteNicely said Steve, to get behind a vision, you need to know the why, the how and end state. Strong leaders posses this trait which makes them very successful.
DeleteQuestion #2
ReplyDeleteI'm not entirely sure where I acquired this trait, as both my parents are relatively shy. Neither of them enjoys speaking in front of a group or even spearheading an event. However, I thoroughly enjoy being positioned in the front, watching and participating in the vision first hand. Thus, taking an active role in the implementation of a vision is where I would naturally fall.
Steve, you are definitely shy! When working with you on the union, you would always step up and be positive. Keep it up!
DeleteThis position requires a person to be fairly flexible. You first need to catch the vision and believe the vision and make yourself apart of fulfilling the vision. Once you’re there you need to carry the vision to the people you’re leading/influencing. In order to be successful in this process this leader really must be able to work out any challenges they have with vision. You cannot support a vision by simply going along with it. When we just go along with something we are actually a weight or burden all the others feel and bear. This wasn’t mentioned in the book, but I believe keeping the vision in front of the people we're leading is important to keep people focussed on the goal. Yes there are times when we must keep our heads down and move on, but we need to be reminded of our goal/vision. To reiterate a point from an earlier blog, I believe it is okay for a leader to share if they are challenged by the vision or process it requires. If the leaders shares their struggle and how they overcome it the people their leading can grow from that. I find it very helpful to know that my leaders may have the same struggles that I have, and they overcome them. Hearing them share how they overcome inspires me!
ReplyDeleteInfluence!!! this goes a long way with our peers and knowing the direction will keep the vision alive.
DeleteWeek 4. Lesson 8. Q2.
ReplyDeleteMy strengths are not in creating vision or developing an implementation strategy. It’s natural for me to fill the role of vision carrier. The book labels this position as the messenger, but it’s so much more to me. I am keenly aware of the level of my intellect and that of those around me. I’m rarely the smartest in the room, and I’m okay with that. Like Forrest Gump said, “I’m not a smart man, but I know what love is.” This is not self-depricating. I’ve learned to appreciate others intelligence. It’s good to know smart people. With trust in my leadership and appreciation for their ability to gain and cast vision I can get behind the vision they implement. I also feel the weight of responsibility to support their vision. I can see now that my opinion only matters when someone asks it of me. If my leaders aren’t asking my opinion about the vision then it’s not needed for me to carry out the vision, whether for or against. I truly believe that in order for me to be a good leader I must be a good follower. Leaders lead those their responsible for and they follow those they are subordinate to.
I with you Arnie, never the smart one in the room, I never try to be. I enjoy listening and learning to gain added knowledge. There may be a few areas in my life I can do the same for them at times and it’s rewarding.
DeleteLesson 8 Question 1: There are times when the vision of the District is passed down to the floor. Once there it is up to the Company Officer to us that vision to motivate and inspire their crew. There is a part in chapter 8 that talks about preparing for and anticipating vision “when we possess positive anticipation and we are excited about whats ahead we are highly motivated and prepare diligently”.
ReplyDeleteThat tells me to anticipate the vision of the District that is passed down to us. Be positive and motivated about it and share the vision with your crew and accomplish it together.
Absolutely Kyle. If we stay positive and motivated we will inspire others to do the same.
DeleteAbsolutely Kyle, our outlook and attitude affects so much around us. Especially as leaders, we are looked to as examples.
DeleteHaving a positive attitude and understanding the vision, better helps you as a leader motivate your crew to accomplish the end state.
DeleteLesson 8 Question 2:
ReplyDeleteFor me it would be to naturally create the vision. Its easier to create the vision from lessons learned in past pain and experiences. To be able to look inside yourself at a dream and make it come to life through passion and excitement is motivational.
I found this chapter to be very powerful with many highlighted quotes that are inspirational. The indispensable quality of leadership is vision. It brings your world into focus. With vision your teams energy surges. Create your own vision, don’t let anyone else do it for you except in question 1), and never settle.
I have a passion and desire to lead more so after rising this book and blogging with all of you. I won’t to settle for anything less.
Question #1- What is the role of a leader who does not create the overall vision but must support it? How should he or she go about fulfilling that role?
ReplyDeleteNot creating the goal does not mean you as the leader do not believe in it. My goal as an Engineer may be to get my Captain task book done. This is not the "Leaders vision per say" but it is the leaders vision to make sure that you are provided with the opportunity and support to achieve this goal. I think as the leader it is important to understand the vision and educate yourself so you are better equipped to answer the "Why"? from your crew and also so you can help steer that ship . At CVIFD we have said over and over just steer the ship in the direction you want to go and we will help steer it with you. This applies to having knowledge of the vision so you can help others steer the ship with you.
Question #2- Which do you naturally prefer:
ReplyDelete-Creating the vision,
-Developing the Strategy for the Vision, or
-Taking a Role in the implementation of the Vision?
- Explain your answer.
I am not a very visual person as it pertains to coming up with ideas. I lean more towards taking a role in the implementation of the vision. Once the vision is identified and I have an understanding of what the vision is, I enjoy coming up with ways to carry out the vision and implementing ways to make the vision successful.The beauty in this question is that it takes all 3 to make the vision happen. As a company officer you may have to be responsible for all of it. Develop the vision for your crew, developing the strategy of how it will happen, and also putting it to work and implementing the vision so the crew knows where we are going.
Joel, well said. I completely agree with you. I think to implement a vision it most definitely takes an understanding of all 3 for it to succeed. A lot of the time the vision is created by someone and then off to the next person, with implementing it you are always involved and have to see it all the way through. Good Job!
DeleteQuestion #1
ReplyDeleteLeaders need to create the vision and share it with the people that are going to support the vision of the company. This allows for questions and clarification if needed, to be able to see and work towards the end goal. If the leader doesn’t create vision, it makes it difficult for the workers to get passionate and be successful.
Question #2
ReplyDeleteNaturally, I like to be apart of the whole process and help the team out, but I would have to say being apart of creating the vision is natural for me. I like to create the vision and encourage the development of strategy working hand in hand with the team. This allows to clarify any questions throughout the process.
Question #1
ReplyDeleteWhat is the role of a leader who does not create the overall vision but must support it? I feel the role of the leader is to understand the intent behind the vision, so they would be able to better implement and answer questions pertaining to the vision to those they are leading. One of the most divisive things that can happen to an organizations is the spread of rumors. As a leader the best way to implement a vision that you did not create is to help people gain the facts and not spread false information, take emotions out of the scenario so you can deal with the real intent, and finally express the benefits the vision can have to the masses and not to think just about one’s self. A leader can accomplish this by having the willingness to ask questions an understand the importance behind the vision. Open communication is always the key.
Question #2
ReplyDeleteWhich do you naturally prefer:
-Creating the vision
-Developing the strategy for the vision, or
-Taking a role in the implementation of the vision?
I would prefer to take a role in the implementation of the vision. I think this is one of my strong suits because it will actually deal with the people. I feel this is the most important and the hardest part of the “vision” process. I feel this is the most important aspect because without buy-in from others the vision will not move forward and be effective. How to implement the vision requires one to understand the vision fully and be effective in their communication. Although as a Company Officer you will at times have the opportunity to do all three components of the “vision” process, I prefer implementing the vision. I like to work with others and help them understand things along the way. In doing this, it will help me grow and understand all sides of the vision.
And those implementing the vision can destroy the vision by poor delivery or not having buy-in. Great points Travis and I think implementing the vision can also create buy-in as well if presented the right ways.
DeleteQuestion #1- What is the role of a leader who does not create the overall vision but must support it? How should he or she go about fulfilling that role?
ReplyDeleteA leader in a support role still has a very vitals role. He or she should go about fulfilling the role by seeing the importance of being a part of the team. Each person of the organization has a unique value to add not just to the district but to the community we serve.
Question #2- Which do you naturally prefer:
ReplyDelete-Creating the vision,
-Developing the Strategy for the Vision, or
-Taking a Role in the implementation of the Vision?
- Explain your answer.
I feel like I prefer playing a big role in implementing the Vision. I see a lot of value in carrying out the mission. I see that this is my comfort zone so I want to develop into being a a dream caster a vision dripper.
Question #1- What is the role of a leader who does not create the overall vision but must support it? How should he or she go about fulfilling that role?
ReplyDeleteI believe that the role of a leader in supporting another leader's vision has a lot to do with understanding the reason behind the vision. Explaining the "why" behind the vision and showing those you are leading the main objective or foundation to the vision will lead to greater motivation to achieve that vision.
Question #2- Which do you naturally prefer:
-Creating the vision,
-Developing the Strategy for the Vision, or
-Taking a Role in the implementation of the Vision.
I Naturally prefer taking a role in the implementation of the vision. Being where the tire meets the pavement enjoying the experience of seeing the vision first hand.
Q1
ReplyDeleteA leader needs to have a clear understanding of the overall vision in order to successfully achieve the end goal. What comes to mind is a game most of us have played as a child called telephone. One person comes up with a saying and will pass it along through a group of people. 90% of the time that original message is far off from the original saying due to poor communication and understanding, this can be translated to the leadership role when passing down information and shows the importance of clear communication and understanding of the common end goal.
Q2
If I had to choose one of the three options, I gravitate towards developing the strategy for the vision. I am not the most creative person which makes creating a vision difficult for me, however my strength and where I feel most comfortable is developing the strategy. I enjoy working with others using bits and pieces from everyone’s ideas to create and make a vision happen.