How Do You Connect The Dots Between Vision, Mobilizing Commitment and Financial Results

transformational leadership

I had the opportunity to speak or actually do a deep dive, two hour conversation with a limited group of small to mid-size business CEO’s last month, following a broad Transformational
Leadership presentation to a much larger audience. This roundtable type process involving about a dozen CEO’s allowed us to really get into the details and their broader questions that were
created by listening to my thirty minute speech that addresses the highlights of my book, Transformational Leadership–A Blueprint for Real Organizational Change. It was a great almost two hour
deep dive and we discussed many subjects that will be further commented on in my future blogs. However, the discussion I want to highlight today is as you read it in the title for this blog or
connecting the fundamental business strategy to a vision and mobilizing the commitment of the entire organization to work towards that vision and ultimately change the financial results, market
position or future security of the business and its related jobs.

This is such a great question that I had to write about it first relative to all the things that surfaced and it is also important to note that this group got from the presentation or their own perspectives
that you have to know your business’s success factors, build a strategy to get there, create a vision of what that new state looks like to mobilize a commitment to get there and then EXECUTE the
strategy to achieve improved results. None of that is as easy as it sounds but what is easy is that this is a tried and tested process that works and following/executing this series of events can lead
to great success! So, with that said what was the answer to the how of connecting these activities (the dots) to make it all work. Well, if I gave you all the details this blog would be much longer than
you would probably care to read but because it is the fundamentals to any successful business transformation, let me give you the highlights.

First, you must know your businesses strengths, weaknesses market position and the overall market conditions. That is the only way to properly define the future success factors around which the
strategy is built. Second, the leader and a small, knowledgeable team can take the success factors and develop a strategy to achieve them but it must be a detailed strategy with timelines and
clear responsibilities assigned. Then that strategy must become a vision that can be communicated and be understood by all involved which is only achieved through focused, simple communications
taken to every level and continually communicated both from a plan and results standpoint to all involved. Third, the leadership must then determine if the commitment of the majority of the organization
has been mobilized (engaged actively) to achieve the vision/strategy with clear metrics to measure that commitment and ongoing performance. Last, when that all comes together there will be some real
wins and also some failures that will help correct the direction/performance. This is not a short term process. In most of my situations it took 18 to 24 months to see real significant financial or market
change. It could take longer in some instances but if you stay the course of vision, commitment, metrics, and correcting course as necessary. The dots will connect to drive improved business performance!

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Motivational Leadership Speaking Motivational Leadership SpeakingRandy continues to be an exciting motivational leadership speaker, which has been his passion for over 25 years. He honed his skill as a motivational speaker and business coach working at GE under the tutelage of Jack Welch. From line supervisor to President & CEO, Randy has successfully lead individuals through his specific motivational methods that produce tangible results. Randy is personable, authentic, and driven. He has a speaking ability that motivates and energizes individuals to achieve beyond their potential.
Executive Leadership Mentoring Executive Mentoring & Leadership ConsultingRandy Dobbs is a proven CEO with strong operational/execution skills who has demonstrated success in fix-it situations. Randy has been a mentor for over 30 years helping individuals, senior leaders, to CEO’s at GE, Phillips Medical, USIS and wcasportfolio companies. Randy was trained in mentoring while at GE and subsequently pushed to train all the top leaders in Philips and USIS while implementing mentor programs at both organizations.Randy mentors/coaches CEO’s and some of their direct reports today in his current role.
Buy Randy’s book “Transformational Leadership” Transformational Leadership

Sharing personal experience and practical business blueprints, Dobbs takes the reader on a journey through the transformational process. Leaders working in organizations of various sizes--and facing diverse challenges and opportunities--will find Dobbs' ideas transformative, personally as well as professionally. This is a book for persons who want to be change agents within their respective organizations. It is for all who want to make a difference for themselves and their coworkers.