Strategy, vision, and leadership
All too often, when organizations start crafting “vision statements” it is a bureaucratic exercise undertaken grudgingly and with little commitment. The resulting product looks as if the Underpants Gnomes were lead consultants on the project.
What CEOs Get Wrong About Vision and How to Get It Right
When a leader must implement a new strategy, especially one that requires new systems, processes, and perhaps people, it is the start of a new era. Success requires more than the right combination of capital and technology; it also requires a critical mass of employees to adopt new behaviors and ways of thinking. But too often, CEOs and boards in these situations think through the capital and technology issues much more carefully than those involving behavior and attitudes. That imbalance is a primary reason new strategies fail.
As is always the case with the Underpants Gnomes, Step 2 needs a little fleshing out.
1. Our current poor performance is unsustainable.
2. Vision!!! Strategy!! Leadership!
3. World class performance and rivers of profit!
Field Marshall William Slim was one of the great commanders of World War Two. He took over a demoralized, defeated army that had known only defeat--Singapore, Malaya, Burma. In two years he had transformed it. In the reconquest of Burma, his Fourteenth Army inflicted the greatest defeat the Imperial Japanese Army suffered during the war.
A while back Inc. magazine asked executives at six hundred companies to estimate the percentage of their workforce who could name the company’s top three priorities. The executives predicted that 64 percent would be able to name them. When Inc. then asked employees to name the priorities, only 2 percent could do so. This is not the exception but the rule. Leaders are inherently biased to presume that everyone in the group sees things as they do, when in fact they don’t. This is why it’s necessary to drastically overcommunicate priorities.
The Culture CodeDaniel Coyle
His methods were not the stuff of soaring vision statements or Napoleonic bluster.
Slim also recognized that transformation must begin with small steps and small victories. That was the only way to restore confidence and gain the trust of the men in the ranks.
Training could inspire confidence, but not motivation. From past experience, Slim learned that the best approach was the most simple and direct -- to talk to as many troops as he could, man to man, cutting through the traditional barriers of military hierarchy. It was also the most time-consuming. Slim reckoned that this exercise took up a third of his time.
One sees the same idea at work in the leadership style of FM Bernard Montgomery.
When it came to putting theory into practice, Slim took things steadily and carefully. Failure at this stage would have been psychologically disastrous, and his initial limited attacks, often deploying entire brigades against single Japanese companies, were designed to ensure success.
In contrast, there is no better example of the dangers of lofty, unconstrained vision than the Nivelle offensive in 1917. It provoked mutinies in the French Army and brought the Allies to the brink of defeat.
Although he was fond of emphasizing that morale was the most important single factor in war, he knew that morale could not be maintained unless everyone from the top to the bottom was confident they could succeed. For that, the strategy, the 'masterplan', had to be sound, the tactics adapted to the circumstances and the soldiers thoroughly trained to implement them.
Smart talk on strategy
Why corporate change is hard and failure almost inevitable
Why corporate change is hard and failure almost inevitable (Part Two)
Why corporate change is hard and failure almost inevitable (Part Three)
Waiting for our Clausewitz
Clausewitz (Part Two)