Write the Vision...
Each year, leaders (i.e. Chairmen, Chief Executive Officers, Executive Directors, Presidents, etc.) in public and private sector reflect on their past year; evaluate relationships; examine areas where time, money, and energy were invested; evaluate whether or not the goals set were reached; and, if not, revise new ones accordingly. This is referred to as Strategic Planning which is an organization’s process of identifying its strategy, or direction, and making decisions on allocating its resources to pursue this strategy, including its capital and people (Wikipedia.com). Simply stated, it is the process of determining your long-term goals and then identifying the best way to achieve those goals.
The State of the Union Address is an example of Strategic Planning. The President outlines where we’ve been as a country (our nation’s strengths, weaknesses, opportunities, and threats); where we’re going (our goals, key initiatives, reforms, etc.); and how, specifically, their administration plans to achieve and/or accomplish those goals and initiatives. In as much, the President gives us a “vision” of the direction that the country is going to take under their direction. In order for any organization to be successful (including the Federal Government), there needs to be a roadmap for success. A strategic plan helps to provide direction and focus for all employees. It points to specific results that are to be achieved and establishes a course of action for achieving them. A strategic plan also helps the various work units within an organization to align themselves with common goals (www.onlinebusadv.com).
To this end, Proverbs 29:18 says, "Where there is no vision, the people perish." This is as true in business as it is in life. Organizations whose leaders have no vision are doomed to work under the burden of mere tradition. They cannot prosper and grow because they are reduced to keeping things the way they have always been; they are guided by the saying, "If it ain't broke, don't fix it."
True leaders see things differently. They are guided by another belief that is more in keeping with the competitive world in which we live. They believe, "If it ain't broke, you're not looking hard enough." Realizing that there is always room for improvement, they believe that no one has ever done anything so well that it cannot be done better (Snyder and Graves, Business Horizons, 1994). Quite frankly, leadership entails, “holding and casting” the vision. A leader’s key job is to 'hold' the vision. “Holding" the vision means taking full accountability for the job of keeping the vision alive, day in, and day out. Leaders are charged with the task of “writing the vision and making it plain…” (Habakkuk 2:2).
You know it is alive when people are continually excited, inspired and committed to its achievement. If they are stressed, weary, overloaded and resigned, they've lost it. It's a leader’s job to resolve whatever needs resolving to bring the people around you back into that state of excitement and inspiration - back in touch with the vision. For leaders, a vision is not a dream; it is a reality that has yet to come into existence. Vision is palpable to leaders; their confidence in and dedication to a vision are so strong they can devote long hours over many years to bring it into being. In this way, a vision acts as a force within, compelling a leader to action. It gives a leader purpose, and the power of the vision and the leader's devotion to it work to inspire others-- who, sensing purpose and commitment, respond. I undertake my Council Presidency with this same optimism, dedication, and fortitude. I want the best for the Village of Woodmere, believe the best is yet to come for the Village of Woodmere, and am eager to hold, cast, and write the vision of how we as a Council body, community, and Village can get there, together.
To be a leader you have to lead people to a goal worth having – something that’s really good and really there” – Peter Kraft, Professor of Philosophy at Boston College.
The State of the Union Address is an example of Strategic Planning. The President outlines where we’ve been as a country (our nation’s strengths, weaknesses, opportunities, and threats); where we’re going (our goals, key initiatives, reforms, etc.); and how, specifically, their administration plans to achieve and/or accomplish those goals and initiatives. In as much, the President gives us a “vision” of the direction that the country is going to take under their direction. In order for any organization to be successful (including the Federal Government), there needs to be a roadmap for success. A strategic plan helps to provide direction and focus for all employees. It points to specific results that are to be achieved and establishes a course of action for achieving them. A strategic plan also helps the various work units within an organization to align themselves with common goals (www.onlinebusadv.com).
To this end, Proverbs 29:18 says, "Where there is no vision, the people perish." This is as true in business as it is in life. Organizations whose leaders have no vision are doomed to work under the burden of mere tradition. They cannot prosper and grow because they are reduced to keeping things the way they have always been; they are guided by the saying, "If it ain't broke, don't fix it."
True leaders see things differently. They are guided by another belief that is more in keeping with the competitive world in which we live. They believe, "If it ain't broke, you're not looking hard enough." Realizing that there is always room for improvement, they believe that no one has ever done anything so well that it cannot be done better (Snyder and Graves, Business Horizons, 1994). Quite frankly, leadership entails, “holding and casting” the vision. A leader’s key job is to 'hold' the vision. “Holding" the vision means taking full accountability for the job of keeping the vision alive, day in, and day out. Leaders are charged with the task of “writing the vision and making it plain…” (Habakkuk 2:2).
You know it is alive when people are continually excited, inspired and committed to its achievement. If they are stressed, weary, overloaded and resigned, they've lost it. It's a leader’s job to resolve whatever needs resolving to bring the people around you back into that state of excitement and inspiration - back in touch with the vision. For leaders, a vision is not a dream; it is a reality that has yet to come into existence. Vision is palpable to leaders; their confidence in and dedication to a vision are so strong they can devote long hours over many years to bring it into being. In this way, a vision acts as a force within, compelling a leader to action. It gives a leader purpose, and the power of the vision and the leader's devotion to it work to inspire others-- who, sensing purpose and commitment, respond. I undertake my Council Presidency with this same optimism, dedication, and fortitude. I want the best for the Village of Woodmere, believe the best is yet to come for the Village of Woodmere, and am eager to hold, cast, and write the vision of how we as a Council body, community, and Village can get there, together.
To be a leader you have to lead people to a goal worth having – something that’s really good and really there” – Peter Kraft, Professor of Philosophy at Boston College.
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