Creating the Guiding CoalitionCreating the Vision

1
Creating the Guiding Coalition/Creating the Vision

• November 15, 2009

2
The Guiding Coalition

• Because major change is so difficult to
  accomplish, a powerful force is required to
  sustain the process. No one individual, even a
  monarch-like CEO, is ever able to develop the
  right vision, communicate it to large numbers of
  people, eliminate all the key obstacles, generate
  short-term wins, lead and manage dozens of change
  projects, and anchor new approaches deep in the
  organizations culture. Weak committees are even
  worse. A strong guiding coalition is always
  neededone with the right composition, level of
  trust, and shared objective.

3
The Guiding Coalition Composition

• Position Power
• Are the key players on board?
• Position power can often be used to block
  progress
• Formal authority/managerial skills
• Expertise
• Relevant knowledge about what is really happening
  internally and externally
• Internal knowledge is often necessary for
  overcoming barriers and resistance
• Credibility
• Connections and stature within the organization
• Essential for communication
• Leadership
• Skills associated with vision, communication, and
  motivation

4
The Guiding Coalition Composition

• If this change is so important, why arent the
  real bosses guiding the effort?

5
The Guiding Coalition Individuals to Avoid

• Big egos
• Snakes (destroy trust)
• Reluctant players

6
Dealing with Big Egos and Snakes

• If such individuals have a lot of credibility or
  authority, it is difficult to work around them.
• You dont want them on the guiding coalition,
  but you also cant afford to have them outside
  the meeting causing problems.
• Personnel problems that can be ignored during
  easy times can cause serious trouble in a
  tougher, faster-moving, globalizing economy.

7
The Guiding Coalition Trust

• A lack of organizational trust will make change
  efforts even more difficultif not impossible.
• Trust is essential to the effectiveness of the
  guiding coalition.

8
The Importance of Trust

• High trust contributes to
• Effective problem solving
• Open and honest communication
• Willingness to cooperate
• The creation of a shared objective
• Risk and reciprocity

9
Components of Trust

• Integrity
• Honesty and truthfulness
• Consistency
• Reliability, predictability, and good judgment
• Loyalty
• Willingness to protect and save face for others
• Openness
• Willingness to share ideas and information
• Competence
• Technical, professional, and interpersonal skills

10
Developing a Vision and Strategy

• A vision is a picture of the future with some
  implicit or explicit commentary on why people
  should strive to create that future.

11
Why a Vision Matters

• Clarifies the general direction of the change
• Simplifies hundreds or thousands of more detailed
  decisions
• Motivates
• An attractive future an appealing cause
• Appeals to the heart
• Helps align and coordinate the activities and
  actions of motivated people in a remarkably
  efficient way

12
Why Vision Matters

• The right vision attracts commitment and
  energizes people
• The right vision creates meaning in workers
  lives
• The right vision establishes a standard of
  excellence
• The right vision bridges the present and future.
• From Burt Nanus, (1992). Visionary Leadership.
  San Francisco Jossey-Bass.

13
Characteristics of Effective Visions

• Imaginable
• Picture of the future
• Desirable
• Appeals to long-term interests of key
  stakeholders
• Feasible
• Realistic, attainable goals
• Focused
• Clear enough to provide guidance
• Flexible
• General enough to allow for initiative and
  response to changes
• Communicable
• Five minute rule

14
Visions

• Never underestimate the power of a good story.