Leaders Inspiring a Shared Vision

1
Leaders Inspiring a Shared Vision

• I Have a Dream Martin Luther King Jr.
• Envisioning the Future
• Enlisting Others in a Vision
• Charlotte Beers at Ogilvy and Mather Worldwide
• Video of Charlotte Beers
• Discussion and Conclusions

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I Have a Dream Martin Luther King Jr.

• How are you feeling as you are listening?
• How would the audience have felt that day at the
  steps of the Lincoln Memorial?
• What are the key messages of the speech?
• Why is the message so powerful?

3
Envision the Future

• Without vision, little can happen. All
  enterprises or projects, big or small, begin in
  the minds eye, they begin with imagination and
  with the belief that whats merely an image can
  one day be real.

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Envision the Future

• a vision is an ideal and unique image of the
  future
• springs from the dissatisfaction with the status
  quo
• leaders want to do something significant
• accomplish something no one else has achieved
• visions are about possibilities
• reflect our important values, our priorities in
  life
• visions make us unique, they set us apart from
  others

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Envision the Future

• being unique fosters pride
• visions are images or representations in the mind
• intuition is the wellspring of vision
• intuition is the bringing together of knowledge
  and experience to produce new insights
• reflecting on our past heightens our ability to
  be forward looking
• the present is the window through which the light
  shines
• visions give focus to human energy
• leaders role is to convey the vision

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Vision Quotations

• If you dont know where youre going, youll end
  up someplace else. Casey Stengel, Manager, New
  York Yankees

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Vision Quotations

• I find the great thing in this world is not so
  much where we stand, as in what direction we are
  moving.We must sail, and not drift, nor lie at
  anchor. Oliver Wendell Holmes

8
Vision Quotations

• The history of mankind might be described by a
  cynic as a series of splendid expeditions toward
  the wrong goal, or no goal at all, led by men who
  had all the gifts of leadership except a sense of
  direction. Sir Richard Livingstone

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Vision Quotations

• A decade from now we would like General Electric
  to be perceived as a unique, high-spirited,
  entrepreneurial enterprise.a company known
  around the world for its unmatched level of
  excellence. We want General Electric to be the
  most profitable highly diversified company on
  earth with world quality leadership in every one
  of its product lines.
  JackWelch, Vision for GE, 1981

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Vision Quotations

• Heavier than air flying machines are
  impossible. Lord Kelvin, British mathematician
  and physicist, President of the British Royal
  Society, 1895
• A severe depression like that of 1920-21 is
  outside the range of probability. the Harvard
  Economic Society, November, 1929
• I think there is a world market for about five
  computers. Thomas J. Watson, Chairman of IBM,
  1943

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Vision Quotations

• There is no reason for any individual to have a
  computer in their home. Ken Olson, President,
  Digital Equipment, 1977
• We dont like their sound. Groups of guitars
  are on the way out. Decca Recording Executive,
  turning down the Beatles in 1962
• No matter what happens, the U.S. Navy is not
  going to be caught napping. Frank Know,
  Secretary of the Navy, December 4, 1941, 3 days
  before the Japanese attack on Pearl Harbor

12
Enlist Others

• Leaders find the common thread that weaves the
  fabric of human needs into a colourful tapestry.
  They develop a deep understanding of the
  collective yearning they seek out the brewing
  consensus amon those they would lead. They
  listen carefully for quiet whispering in dark
  corners and attend to subtle cues. They get a
  sense of what people want, what they value, what
  they dream about.

13
Enlist Others

• Leaders must communicate the vision in a way that
  attracts and excites members of the organization
• members must understand, accept and commit to the
  vision
• leaders engage members in conversations about
  their lives, hopes and dreams
• from this emerges a shared sense of destiny
• when leaders articulate the vision, pride,
  commitment, satisfaction, amd productivity
  increase

14
Enlist Others

• inspiring a shared vision is the least frequently
  applied of the exemplary leadership practices
• most people attribute something mystical to the
  process of inspiring a shared vision
• Discover a Common Purpose
• identify constituents and discover their
  aspirations
• by knowing their constituents, leaders can give
  voice to their desires
• leaders develop a deep understanding of the
  collective yearnings

15
Enlist Others

• What are the common aspirations of people?
• to do something good
• to do something well
• to change the way things are
• to challenge oneself
• leaders create meaning for people
• when leaders communicate a shared vision vision,
  they lift the spirits of those who work to
  achieve it

16
Enlist Others

• Giving Life to a Vision
• make manifest the purpose so others can see it,
  hear it, taste it, feel it
• leaders make full use of the power of language to
  give life to visions
• they use metaphors, tell stories, offer
  quotations
• make the intangible vision tangible and concrete
• positive and optimistic about the vision
• leaders are expressive, warm and friendly, and
  demonstrate personal conviction

17
Leadership Quotations

• Transforming leadership, while more complex than
  transactional leadership, is more potent. The
  transforming leader recognizes and exploits an
  existing need or demand of a potential follower.
  But beyond that, the transforming leader looks
  for potential motives in the followers, seeks to
  satisfy higher order needs, and engages the full
  person of the follower. The result of
  transforming leadership is a relationship of
  mutual stimulation and elevation that converts
  followers into leaders...
  James MacGregor Burns ,
  Leadership

18
Leadership Quotations

• Above all we must realize that each of us makes a
  difference with our life. Each of us impacts the
  world around us every single day. We have a
  choice to use the gift of our life to make the
  world a better place, or not to bother. Jane
  Goddall

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Leadership Quotations

• Weve got a good team now, and were firing on
  all cylinders. and as the strategy becomes
  clearer to more people in the company, it really
  makes things much easier. The organization is
  clear and simple to understand, and very
  accountable. Everything just got simpler.
  Thats become on of my mantras--focus and
  simplicity. Simple can be harder than complex
  you have to work hard to get your thinking clear
  to make it simple. But its worth it in the end
  because once you get there, you can move
  mountains. Steve Jobs

20
Leadership Quotations

• Leaders are dealers in hope. Napoleon Bonaparte

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Leadership Quotations

• Death and sorrow will be the companions of our
  journey hardship our garment constancy and
  valour our only shield. We must be united. We
  must be undaunted. We must be invincible. Sir
  Winston Churchill

22
Leadership Quotations

• Address delivered by Abraham Lincoln at
  Gettysburg, Pennsylvania, at the dedication of
  the cemetery
• Four score and seven years ago our fathers
  brought forth on this continent, a new nation,
  conceived in Liberty, and dedicated to the
  proposition that all men are created equal.
• Now we are engaged in a great civil war, testing
  whether that nation, or any nation so conceived
  and dedicated, can long endure. We are met on a
  great battlefield of that war.

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Leadership Quotations

• We have come to dedicate a portion of that field,
  as a final resting place for those who gave their
  lives that that nation might live. It is
  altogether fitting and proper that we should do
  this. But, in a larger sense, we can not
  dedicate, we can not consecrate, we can not
  hallow this ground. The brave men, living and
  dead, who struggled here have consecrated it, far
  above our poor power to add or detract. The world
  will little note, nor long remember what we say
  here, but it can never forget what they did here.
  

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Leadership Quotations

• It is for us the living, rather, to be dedicated
  here to the unfinished work which they who fought
  here have thus far so nobly advanced. It is
  rather for us to be here dedicated to the great
  task remaining before us--that from these honored
  dead we take increased devotion to that cause for
  which they gave the last full measure of
  devotion--that we here highly resolve that these
  dead shall not have died in vain--

25
Leadership Quotations

• --that this nation, under God, shall have a new
  birth of freedom--and that government of the
  people, by the people, for the people, shall not
  perish from the earth.
  Abraham Lincoln, November 19, 1863

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Charlotte Beers

• Problems facing the leader
• The leaders traits, knowledge and skills
• How the leader changed the organization
• Explain the leaders success or failure
• Ways to increase the leaders effectiveness
• Key learning principles

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Charlotte Beers

• The case examines Charlotte Beers actions on
  assuming leadership of Ogilvy Mather Worlwide,
  the sixth largest advertising agency in the
  world, during a period of rapid industry change
  and organizational crisis.

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Charlotte Beers

• Case Objectives The case examines leadership and
  managing organizational change. Specifically it
  focuses on
• the complex process of formulating a vision or
  new direction
• the need for communication to align employees to
  the new direction
• the need to align structures and systems to the
  new direction

29
Charlotte Beers

• Problems facing the leader
• Ogilvy Mather is in a leadership vacuum,
  desperate for someone to provide a new vision for
  the futuure
• Situation confronting the leader
• Industry challenges
• shift in expenditure away from mass media to
  targeted marketing channels
• declining media expenditures
• many firms inefficient in their internal
  operations

30
Charlotte Beers

• globalization fosters growth opportunities for
  those agencies which have developed international
  presence
• as clients expand internationally, they expect
  great coordination across regions
• Personal challenges
• fourth executive in 4 years
• first outsider
• first woman
• no experience with international or multiple
  offices
• needs to build credibility quickly as key

31
Charlotte Beers

• Challenges at Ogilvy and Mather
• success bred a strong arrogant culture
• managers internally focussed
• stifling initiative and innovation
• slow to adapt to changing environment
• in a leadership vacuum, unfilled since founder
  David Ogilvys retirement in 1975
• Kotter distinguishes between leadership, which
  creates new direction and change, and management,
  which produces order and efficiency
• Ogilvy and Mather is lacking in both

32
Charlotte Beers

• Charlotte Beers traits, knowledge, and skills
• research analyst for Mars Company
• account executive for J. Walter Thompson 1969
• rose to senior VP of Client Services
• COO of Tatham-Laird Kudner 1979
• CEO 1982 and Chair of the Board 1986
• first woman Chairman of American Association of
  Advertising Agencies 1987
• once evaluated as fearless by a superior
• proud, persuasive and forward looking

33
Charlotte Beers

• five steps characterize successful turnarounds,
  John Gabarro, the Dynamics of Change
• move quickly to diagnose problems
• take initial corrective actions that deal with
  obvious problems, even before diagnosis or
  strategy is complete
• creating a sense of urgemcy which highlights
  problems and communicates urgency throughout the
  organization
• articulating a vision and shared purpose which
  mobilizes action
• create visible successes early in a turnaround

34
Charlotte Beers

• Beers spends her first 6 months talking with
  dozens of clients
• diagnosis of flagging confidence, lack of
  direction, removed from clients
• creates sense of urgency by communicating client
  feedback directly and bluntly speaks incessantly
  of change fires executive who resists her
  efforts
• articulates both a vision and strategy early

35
Charlotte Beers

• 1993 strategy (Chewton Glen) addresses immediate
  concerns of winning back lost clients, producing
  higher quality work, and tighter control of
  financial resources
• major client wins from Jaguar and American
  Express were important, early and visible
  successes
• Development of the Brand Stewardship Vision To
  be the agency most valued by those who value
  brands.

36
Charlotte Beers

• according Jon Kotter, effective visions have 3
  characteristics
• clear and specific enough to provide guidance,
  yet vague enough to remain relevant when
  conditions change
• desirable in that it meets the needs of key
  stakeholders
• feasible in that a reasonable strategy exists for
  getting there

37
Charlotte Beers

• considerable confusion existed internally over
  the meaning and implications of the vision
• the Brand Stewardship strategy resonates with
  clients
• case concludes as the implementation of the
  strategy is being shaped
• vision needs to be communicated and company
  strategies and practices made consistent with the
  vision
• Beers alternates between participative and
  directive leadership in guiding the development
  of the vision

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Charlotte Beers

• Vision Implementation
• Communicating the vision
• once direction is established, the critical
  leadership challenge is sharing the vision and
  gaining alignment
• Beers and her team must make the vision real and
  motivating for employees
• by the end of 1993, conferences, handbooks, and
  training programs have been prepared

39
Charlotte Beers

• Aligning structures and systems
• congruence is needed between strategy and the
  formal organization, including staffing,
  reporting relationships and compensation systems
• structure of reporting relationships between WCS
  and local offices is ambiguous
• Beers want to continue to cultivate the tension
  between local and centre
• flexible approach is not working lack of
  financial controls and conflict over how to split
  fees and allocate costs

40
Charlotte Beers (B)

• subsequent events
• IBM account is won
• Worldwide Brand Director hired for the new IBM
  account
• executive compensation is linked more closely to
  performance and in support of WCS
• a COO is hired to focus on administration and
  operations
• video of Charlotte Beers