You have a vision, you have the fence posts – the results – now you must be able to communicate those expectations clearly. The most important trait for a leader is their ability to provide clear messaging on results and expectations. Messaging isn’t about just words, it’s about being simple and knowing how the activities …
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Reflective Research – Leaders Develop Their Strategic Thinking Abilities (T-11)
Like all leadership capabilities, strategic thinking is something that can be developed and learned. Strategic thinking requires: a long-term and systemic perspective, critical thought, a knowledge of context (both macro – i.e. large trends, and micro – i.e. intra-organizational dynamics), the ability to consider the consequence of actions, an ability to empathize with those who …
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Reflective Research – Results-Based Leadership (T-14)
Read the following interview: https://www.researchgate.net/publication/235317634_Results-based_leadership_An_interview_with_Dave_Ulrich What are the “four attributes of leadership?” and how do they align to the LEADS framework? Please upload your reflection below.
LEADS Link – Leaders Establish and Communicate Clear and Meaningful Expectations (T-10)
Read the vignette about co-author Bill Tholl riding the tractor in the Saskatchewan prairies on Chapter 7, under “Set Direction” section. A CEO of several national health organizations, who grew up in the Canadian prairies, and happens to be one of the two co-authors of this book, is fond of telling a story about growing …
LEADS Link – Ideas Need Follow-Through (T-12)
In the beginning of Chapter 7: The LEADS in a Caring Environment Framework: Achieve Results, there is a story from Deputy Minister Simon Kennedy. My minister’s 2017 mandate letter from the Prime Minister set a clear goal: “To engage provinces and territories in the development of a new multi-year Health Accord.” In realizing a new …
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Reflective Research: Sharing a Vision (T-12)
There is a lot of popular literature about the importance of creating shared meaning. Take a moment and imagine you are tasked with developing a vision statement. Conduct some research to find at least one resource that is helpful for you creating a shared vision. As you search for this resource, consider, does it offer …
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Sharing a Vision – Leaders Craft a Shared Vision: Linking Strategy to Results (T-12)
A shared vision doesn’t necessarily mean that everyone has to approve of the exact sequence of wording. There are two keys to ensuring a vision is shared: Allow people meaningful avenues to provide their input. Ensure their input is listened to and addressed. Let’s look at some techniques that can be used to address each …
Heroic Deed – Leaders Craft a Shared Vision: Linking Strategy to Results (T-12)
For this Heroic Deed you have two options: Option 1: Plan a Vision Session Please draft a plan for multi-part visioning session. Identify who the stakeholders are and who the vision is for. Include in your plan a draft agenda for your first visioning session. Please consider the following: What activities will you use to …
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LEADS Link – Leaders Craft a Shared Vision: Linking Strategy to Results CAHO
Goal oriented leaders Set Direction. Please refer to Chapter 7, pg. 127 in the LEADS Text. Strong visions have been shown to enhance organizational and system performance. It is noted that “a vision can be hard to relate to if its perceived as simply the purview of politicians.” While visions are leader and management driven, …
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Trek Objectives – Leaders Craft a Compelling Shared Vision CAHO
Trek Objectives This Trek focuses on how leaders can craft a compelling vision that is shared amongst those who must bring it to fruition. By the end of this Trek the learner will be able to: Understand the importance of a vision Understand the importance of a shared vision Employ techniques to foster engagement in a visioning exercise …
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