Full Steam Ahead!
“In our work with organizations worldwide, we have observed that the biggest impediment to managers becoming great leaders is the lack of a clear vision…,” Ken Blanchard and Jesse Stoner.
I must admit it’s not natural for me to enjoy a business fable. You know, a leadership book wrapped around a made-up story. Having said that, I’ve run across a few that really floated my boat. “Full Steam Ahead,” is one.
I learned from the authors that “Full Steam Ahead,” is a true story masquerading as a fable. Everything in it happened. The names were changed to protect the innocent/guilty. The companies, phone messages, and conversations all exist.
“Vision is knowing who you are, where you are going, and what will guide your journey.”
What if you aren’t the “leader”:
I’m frequently asked, “What can I do to change my organization?”
Answer: Develop vision for your own division or department. If your organization eventually develops vision, bring yours into alignment. Don’t wait. Act now.
- “The process of creating the vision is as important as what the vision says.” Get together with coworkers and work on creating a vision that illustrates purpose. Engagement creates enthusiasm and ownership.
- Define, describe, and practice everyday behaviors that make your vision real today.
- Create support structures. The Lone Ranger had Tonto. Surprisingly, only you can dismantle your walls of aloneness.
- Set goals and create action plans.
Evaluate success by progress not arrival. A vision you can achieve is only a goal. It’s too low.
What everyday practices make your vision real today?
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This book sounds fascinating. Is it available for download?
Critical leadership challenge in a school environment:
I think that heads or principals of schools are often faced with the difficult issue of changing their organizations in an inclusive manner, i.e. not alienating their staff from their process and solution! School leaders need to read books like this!
As I began my leadership preparation, I read the One Minute Manager and it helped me to realize how important vision is in leadership. Many people that I have seen fail in a leadership role have failed due to a lack of vision. I worl very hard not to make that mistake.
When I worked for a large organization, there was no over-riding vision. I created a vision for my department and included values in order to provide guidance for my team on “how” our work would get done. To reinforce this vision, I would point to it often whenever the opportunity presented itself. In 1-on-1 conversations with people on my team, I would show how their goals tied back to the vision for the department. It worked out really well and unified the efforts of our department.
Gary – I love the way you took control over what you could control within your own area! I think too often it’s easy too just say, “We don’t have “it”, therefore, I’m powerless.” That is an excellent example of leadership – I’m sure your team really appreciated what you did for the group.
I agree with Wendy. Thanks for showing how it is possible to create a vision within ones own sphere of influence. You highlighted two keys to success: to live it and keep communicating around it. I hope your comment inspires other.
The question I have is this: What do I do when I’m the one with the vision and no one is willing to listen?
There is prep and engagement work that has to occur to have a shared vision. If others are not listening, perhaps listen to what they are saying. The verbal message is 7%, the tip of the iceberg, the rest of the iceberg underneath is not the words and that has to be ‘heard’ too.
Thanks so much! I am sharing this with my Vestry (church leadership team) and would love to learn more! We are in the process of revisioning our direction.
Hi, Dan. I’m like you – I usually don’t enjoy leadership books that are written as fables; however, I have used them at leadership retreats and they have been effective because there were no pre-conceived ideas about a certain company as we discussed and learned from the stories. I also agree that leadership cannot happen without vision, I must also stress that vision alone does not a leader make. Thanks for once again for your insight!
Recently was referred to Leadership Freak from a friend. Have enjoyed your insights.
Certainly, without a clear vision, and ownership and buy-in, it is nearly impossible to lead an organization or group forward. Would really like to get a copy of Full Steam. It sounds interesting and insightful.
“Evaluate success by progress not arrival”, and “A vision you can achieve is only a goal”, inspires me. It is a classic statement. Usually people measure success by arrival and achievement, but reality is opposite.
I think, ethical, transparent and accountable practices can make vision clear for today and tomorrow. Practices play great role in success of vision. Authentic practices make realistic vision and superfluous and vacuous practices make vision unrealistic and unachievable.
Execution of strategy determines possibility to achieve vision. Organizations usually make strategy, vision but often fail to exercise leadership effort. So, strategy fail because of lack of execution. But execution of even bad strategy yields better outcome than good strategy that never executed.
“execution of even bad strategy yields better outcome than good strategy that is never executed.” that hit home with me Ajay. Very powerful indeed. Thanks for sharing an often forgotten truth about all of the great ideas that never made it beyond the Boardroom and the minutes. Regards Al
Over my time with LF, I too am getting on board with ‘ready, fire, aim…and then reload’. With that shorthand approach, there is also sustaining the positive change, which is probably the hardest work and takes the most realignment and continuous effort.
I wonder if the book addresses a question I have been perplexed with for 6 years (the question is at the end…).
I ran a program at a major University (they require a capital “U” on University). It is very old in every way, including marketing. By that I mean they thought they are so above the fray that they don’t really need to market in a new way.
I started in the April that preceded 911. I finished designing a very forward and unique program, which was due to launch on the evening of Sept. 11, 2001. We postponed, obviously. Little did we know how the world shifted that day.
Though the program in itself would launch an accepted new accepted vision, it would require a new mindset to make it successful. Double it with the new mindset that 911 called for!
OK, it worked extremely well with the audience. Classes filled, slowly, but surely. It was so successful that they gave me another visionary project – I was asked to create an high impact leadership program. After one year of work, I launched the Leadership Arts certificate program. Though sight times the cost and time commitment of other programs, it took off right away. I had visionaries on the faculty and a visionary speaker who spoke on the night of the launch. We gained many enrollments that night, and the program was an instant success.
Here’s the downhill part. After the first run, there was no steam to sustain the new ideas. Marketing was seriously lacking. Mishaps occurred with open houses, and there was no response to the calls for support. Eventually, all that was necessary to ramp up the enrollment and make the program a continuing hit turned into a negative hit. The steam petered out.
Something has to take the reign once a vision has been proven successful or the visionaries become Irrelevant. My boss and intermediary to the Dean resigned and left me face to face with the old guard. I became the culprit, the scapegoat, and the one to blame for failure. I was laid off the 3rd year into the program.
My question: I really wanted to see success for a proven amazing program. How can a few visionaries and even success overcome a raging false confidence? How can the change that culture eats for breakfast, maintain the steam it needs to go forward?
How dare I reply to a really long post of my own! I noticed a couple of typos. One is obvious.
The other will perplex:
I keyed “Though sight times the cost”.
I meant Though eight (8) times the cost.
Chavah, I am so sorry that happened to you. It sounds like you were moving merrily ahead, without realizing you didn’t have full support from the rest of the organization. Even though you had support from your boss and the intermediary to the Dean, leadership did not assume ownership for this program; and therefore, the failure was perceived as yours and not theirs. We do address this a bit in the book. We talk about the importance of creating structural integrity, where systems and processes support the effort (obviously marketing did not support you, but I suspect other areas did not as well). Our book might be helpful as it focuses on how to create the right vision and how to engage others so they share it. For more information on ensuring it is fully integrated, you might want to check out John Kotter on Why Transformation Efforts Fail.
Jesse really covered this quite well, will add that I too am sorry that you experienced the negative feedback from the ‘old guard’. Sponsorship at the top level is essential and that sponsorship has to be communicated, clear and repetitive.
It may be that you were ahead of your time within that culture as well. Another reframe might be that failure is in the eye of beholder. Not a lot of solace in that, however, look at all you learned and that the organization learned. Anticipating and even celebrating mistakes is likely the mark of a healthy culture that values learning, growth and continuous improvement above blame and finger pointing.
I can relate to your challenges, having worked in higher education and been a trailblazer for new programming and services. There are some unique differences between higher ed and corporate America that tend to surface when change is introduced (Prior to higher ed, I was a corporate (both internal/external) OD consultant. While we are all aware that the best process can yield desired results, we are still dealing with many issues that are beyond our control. Jesse is right about shared vision. When many voices share the plan, the outcome has greater potential for success. Doc is also right about reframing your perspective. It’s not always about the program; it may be more about a belief system in the process.
I believe that having a crystal clear vision in business is critical to success. In addition to that I believe having a clear vision for leadership is also paramount for success. Underpinning that needs to be the ‘how’ to bring the vision to reality. This is where the success is. When I was leading a very large team of people as part of a large corporate, we developed our own vision and created our goals in line with the organisational vision and goals and we had a highly engaged team of people motivated to succeed. It was great!
I have worked for many large firms that have communicated a vision that has no life to it. There is no clear path to bringing the vision to reality so the actions are not matching the promise. This is incredibly demotivating.
I really enjoy your blogs each day. Thanks so much for your thought provoking writing.
Good morning Dan. “what every day practices make your vision real today?”
Always listening, always knowing that everyone is watching all of the time, and looking out for small cues that that might depict a shaky vision. Modeling behaviors that regardless of who is observant show that YOU are watching constantly and on guard not defensively but proactively ensuring that your actions align with your VMV.
Spending as much time as possible encouraging, praising , and helping everyone who crosses your path and very importantly acknowledging and “truly accepting” in earnest everyone’s distinct contribution. A Vision is always a collective strategy not belonging to any one individual and as such all are involved, albeit the Leader often being the glue that holds everyone together. Have a great week Dan. 🙂 AD
Glad you picked up on the question. From my seat, a vision you can’t practice in some way everyday is still to ambiguous.
I love how the big picture can distill down into visible behaviors.
Al is a featured contributor on Leadership Freak. Read his bio at http://leadershipfreak.wordpress.com/al-diaz
Listen, model, connect, great stuff Al! Might riff off of ‘helping everyone who crosses your path’ to ‘cross everyone’s path’ because their contribution is key.
Hey Doc, very proactive… go get’em. Dan
A similar theme to a couple of posts last week. My profession, education, really suffers from a lack of clear vision, especially on the school or district level. We get a lot of goals from on high, but I seldom see schools on an individual basis being run by leaders with a clear vision.
Where are we going? This is the question to ask to develop a vision.
What are we doing? This is that evaluation piece. There’s a big movement in education about data collection and “data-driven decisions”. Thing is, the conversation typically lacks a reflective piece that requires us to make “data-informed decisions”.
I really enjoyed the part of this post that addresses what we can do if we’re not leaders – things we can do on the micro-level to keep moving forward, to keep growing and keep benefiting our classrooms, our departments, our divisions.
Oh, one more thing!
Last week on “NCIS”, the main character, Gibbs, had a GREAT quote:
“Boy, I got vision and the rest of the world is wearing bifocals.”
Does anyone else identify with that?
You beat me to that Joe, great line, also was going to mention NCIS as an aligned team with a vision, mission and values. (A much better and more PC example than Lone Ranger who had a somewhat subservient assistant in Tonto who was initially only someone for the Ranger to talk to.)
The leader is there with the team and the depths the leader will go to support the team is clearly tangible. The leader sets in place processes for each to evolve their own aligned vision and future leadership options.
Engaging in social media means I can practice my purpose (to help folk revel in authenticity inside & outside the workplace) every day & not just when I’m serving clients.
I am talking about vision in June. Sign me up (but pick me so I can begin learning asap). I also like Joe’s quote relating to Gibbs from NCIS. Loved that quote also.
Blanchard stories catch and grab you; our company benefited greatly from Raving Fans as we took time to examine our customers and why they buy from us.
Sounds like a great book. Can’t wait to read it. Vision is so important as it is the forward movement of your business. Would be interested in knowing other leadership books that you have really enjoyed too.
I am inspired by the comment of setting your own/department vision to align with the company’s vision once ready and asking the question as to what I can do to change my organization.
Vision is the long-term goal which needs to be articulated well by well-thought out plans and strategies to protect the futue with adequate profits and growth.
Usually one person has the vision but cannot completely articulate it without everyone wanting to start doing something even if it has nothing to do with the ultimate goal. Charles Kettering said “A problem well-stated is half solved” – the compliment to that for a vision could be “A vision well defined is half acheived.”
I love that -“A vision well defined is half acheived.” It’s the reason we wrote the book. There are so many fuzzy so-called visions out there that are not guiding people anywhere. The truth is, that as soon as you clarify a crisp vision, you naturally begin living it immediately.
Hey, Dan. Great little post. I’ll watch for the book. Vision is so critical. Without it, you can’t set viable goals because you don’t have a solid foundation for them, nor do you have high motivation to achieve them. Whether a vision is personal, departmental or organizational – in my mind, it is the pull that draws you, and those around you, forward.
Without a vision you will die.
Everyday steps…take 10 minutes to yourself to ask yourself any of the organizational vision questions here and in past posts. Everyday steps of every action, every word, every effort, every connection.
There is the broad sweep of imagine being 20, 30 or more years from now and you are retiring and saying ‘I really made a difference… I did contribute’ not saying ‘if only I had…’ What does that look like, what did you do, what did you say, how did you act that made a difference. It will be the day to day things, the simplest moment, the right words, act, connection that make the difference. Not the great speeches or stopping the comet from hitting the earth…the small stuff, when aligned, that are the foundation.
Excellent advice, Doc! Nothing I can add. Just wanted to let you know I appreciated it.
Ditto to Jesse’s comment Doc. Doing the small things in a great manner often is definitely superior to doing a great thing once or twice in your life. It is the everyday consistent engagement that resonates with people’s hearts and like we often say, don’t leave a legacy live your legacy. Cheers, Al
I like the quoted definition of vision:
“Vision is knowing who you are, where you are going, and what will guide your journey.”
Far too often people think that vision is some high level “pie-in-the-sky” approach leaving the “guide” part totally out of the conversation.
Sometimes even if your organization doesn’t have a vision statement you can identify the vision with some careful listening. I had to do that with my boss, but eventually discerned three things: A strong sense of responsibility for a reasonable quality of life for employees, a strong desire to produce coatings that add value to whatever they’re put on, and a strong interest in continuous improvement. I can piece those together to form a sort of vision that he has for what success looks like.
Thanks for pointing out that often a vision exists, but is not articulated clearly. You provided a real service for you boss and the rest of your team.
I’m a Blanchard fan – he does an excellent job of explaining things in plain language and with such description & specific examples that anyone reading can immediately grasp his intended meaning.
What everyday practices make your vision real today? My day is organized around the key items that I need to do that are going to get us closer to our vision. Instead of random to-do lists, we break our weekly planning down into our key business needs categories that we identified as those that would help us reach our vision. If it doesn’t move us forward, it generally doesn’t make the list. It’s a great way to stay focused and avoid the myriad distractions that continuously come along.
I used to think that developing vision was a waste of time. My employees never asked about vision. I thought setting goals was enough. After a 360 evaluation, I realized that my employees felt that my biggest fault was a lack of vision. I worked on vision and surprise, employee satisfaction improved!
I’ve loved Blanchard ever since ready One Minute Manager over 20 years ago. Can’t wait to read this one! (hint, hint)
Hi, Dan – thanks for the review. This book sounds great and it is now on my reading list.
I was particularly struck by the part where you mention leadership without title or authority. This comes up frequently when working with front-line supervisors or even middle managers who perceive they have no influence.
When I was preparing to be a fledging military officer, one of the most lasting lessons I received was about acting like a leader, regardless of rank or position. Strange to get this message in such a hierarchial organization as the U. S. Army, but it served me well there and everywhere else I’ve gone.
This can be as simple a practice as always dressing in a manner that generates respect and acceptance, but our behaviors are what really matter. If I act as though my thoughts and ideas have value, others will value them. If I believe that I am worthy of respect, others will respect me. If I perceive myself as being a true servant leader, others will follow my leadership.
Sounds sort of sappy, but it has worked for me:).
You left an awesome, inspiring comment. Thank you!
I’ve been thinking a lot about vision lately. I find it really interesting how much of a focus is put on a corporate vision, and how little focus is put on having a personal or family vision. Without a clear vision of what you want out of your own life, there is little chance of being successful in embracing/supporting a corporate vision. No personal vision leads to people not caring about anything outside of their pitiful existence. I say pitiful because there is nothing that can satisy a person who doesn’t know what they want (vision).
I appreciate the definition of vision in a simple way: knowing who you are, where you are going, and the journey. Figuring that out for myself I am sure will help me to be a better leader at work.
The concept of “Full Steam Ahead” is important enough (including understanding of navigation, shoals, weather and safe ports) to make the book worth a look. The authors’ previous works assure a well-studied and presented story.
Perseverence is the key factor when all reasonable preparations have been made (including preparing for the unexpected): “Perseverence is the hardwork you do after you get tired of doing the hard work you already did.” (Newt Gingrich).
All the best and, “Full Steam Ahead”!
VISION is one of the most important keys to success. GOALS are important-PURPOSE is important, having a solid MISSION is also at the top of the list.
Having a simple VISION, keeping it clear, making it a priority, writing it down sharing it with the team and keeping it in focus is a challenge but helps to keep it alive.
This should be an important book (not to read) but to to study.
Gene , Mission For Orphans, Inc
Thanks for your comment. We should touch base sometime. I’m on the International Board for an Children’s home in S. Africa.
Would love to touch base–whenever you have time, just shoot me an email.
What everyday practices make your vision real today?
Great post with some dynamic commentary. I just started keeping a work diary, and although it still feels a bit artificial, and the one task I am working on (reducing email volume) is just a very small piece of the bigger pie, I think this practice is going to give me a window into my role in the organizational vision. And if the organizational vision remains murky, at least I will have a more definitive roadmap of my personal goals and vision within the bigger whole.
I love the idea of keeping a work diary, especially that the focus is to define your own role, goals and vision. A vision is about what you want to create, not what you want to get rid of
Thanks Jesse! I got the idea from this article: http://blogs.hbr.org/cs/2011/04/four_reasons_to_keep_a_work_di.html
I have thoroughly enjoyed your tweets and blog, I know this book offer can help me as well. I’m always interested in learning more about the subject of leadership not just for me but so I can pass it on to help others. Thank you!
Appreciate your succinct comments on the book. Small but powerful thoughts!
I head a newly developed department and have been entrusted to not only create the vision for where we are going, but the team and all the processes. I’ve found that finding some traction in the beginning of this whole thing has been the hardest. We’re continually looking back to the vision to make sure we’re driving forward in the right direction. I like what you said about engagement creating ownership. Having a small team and being brand new to this myself, it’s sometimes hard to create an atmosphere where we engage together amidst all the tasks that still need to get done. Thanks for the tips.
If I could only glean one piece of advice from Dan’s post for you, Ashley, it would be exactly what you picked up on. If you create the vision in isolation, it will be YOUR vision, not theirs. Define your job as facilitating the process of creating the vision.
Great article and I’m am really considering picking up this text. When I read the blog post I was reminded of some wisdom shared in “The Contrarian’s Guide to Leadership” from Stephen Sample. You must first sell yourself before you can sell your vision. Full Steam Ahead is a great approach, but a few more things need to be done to ensure that the vision can be “heard”!
My own personal definition of a leader:
The effective leader knows who he is and where he is going, and—by the example of his life and the power of his words—brings others with him.
The evaluate part is so critical! Great post.
I’ve been reading Jesse’s posts about leadership. I used to direct a program at a University, but now I am a consultant and therapist for kids with autism. In my school district, I do not have a leadership role. BUt I do have a vision for where I want this program to go, and am reading everything I can to make the change from just an employee to getting my team to create a shared vision.
Hi Susan, Glad to see you here. There has been several comments from other educators here saying how important vision is for schools. Glad to hear that although you’re not in an official leadership position, you are sharing your vision through your actions and conversations. I think that actually makes you a leader!
What everyday practices make your vision real today?
I would have to say being mindful of my organization’s vision and always asking if my activities today are helping or hindering the organization in moving toward that vision. If not, then I need to take ownership and refocus my efforts where they are truly needed.
Every day, I choose my words, and hopefully some of my actions, carefully. It is almost a meditation – how is what I am doing/saying impacting those around me? Is it accomplishing my alleged goals/vision? How do I need to shift?
Leadership to me is not only defining a vision but also follow it up myself as a example for the whole team. Sometimes failing to do so, people fail in leadership, thereby leading the team in the wrong direction
“Vision without action is a dream. Action without vision is simply passing the time. Action with Vision is making a positive difference.” –Joel Barker
In terms of everyday behaviors, I find that two things have helped me most (I will assume that the vision is one that is energizing.) The first behavior is to ask myself daily/weekly, “What is the most important use of my time in advancing our vision?” The second is taking every opportunity to connect people’s work/contribution to the vision, and encouraging continued contributions. I have seen too often where people don’t connect to the vision, because no one is talking about it and no one is giving them concrete ways to contribute.
As I have stated previously, vision is the glue, the engine that drives energy in a company and in ourselves. Visions that matter create focus and energy to drive higher performance.
Great metaphor, Jim – vision is the engine that drives energy into a company and ourselves.
I would like one
I agree you don’t have to be named the leader to help drive the organization’s vision. In our organization there was recently a lot of talk about Data Governance, and someone is moving into a role that could have them providing some Data Governance leadership. But a couple of us in the BI space decided we needed to help drive a Data Governance vision that would fit with our BI vision and culture. So we wrote up an Information Governance Vision statement, and passed it along… and now it has basically been adopted as the organization’s vision statement.
I am anxious to see how this book can be applied to our statewide program- we are in the midst of some real programmatic changes- this could come at just the perfect time!
With vision, ‘buy in’ and a ‘can do’ approach all things are possible. Add in a touch of creative innovation and ‘outside the box’ thinking and you are on the journey to achievement and success.
I hope to be able to find more vision for myself in business and in my personal life. I also think that too few of us have great vision but it is such an import part of what we need to be.
Vision is critical and we need a better grasp of that vision. We need to share the vision company wide.
Nail in the head: vision is such a big challenge for leaders! As a youth leader it is something I always keep coming back to.
The book sounds like a good and beneficial read. I think you make a good point about creating a vision, even when you are not the head honcho. It is easy to sit back and complain that the culture that you find yourself in has no clear vision for everyone to work toward. But, I had not really given much thought to working out what I can see as a clear vision from the inside of an organization, and working on that until the environment you find yourself in catches up to you. At that point you, can align and come alongside to propel the greater, overarching vision.
This book is getting alot of buzz. I’m anxious to read it. I’ve enjoyed other Blanchard books.
I believe one of the most fundamental things I’ve learned about vision is you need to incorporate your team’s goal into your vision. If they are disconnected you team will feel used and not as compelled to work hard as if you had shown them how their success equals your success and vice versa. Help your team hit their goals within your greater vision as a leader!
I’d love to get a copy of Full Steam Ahead. I’m an AIESECer and I love reading real stories of Leadership.
Vision is something that is impossible to achieve. But more you desperately try to achieve your vision, the more you achieve Big, Hairy, Audacious Goals (BHAG).
A vision should scare you and excite you at the same time. It should scare you because it is epic and bigger than you, far reaching. The journey should excite you because you have dared to aim for something great.
Love your stuff and would love a chance to better myself with a copy of this book.
Sounds great! I love Ken Blanchards books.
Practicing those everyday behaviours that take us closer to the vision can make our vision real, I think!
The books sounds interesting, eager to get it!
I’ve been surprised as I’ve observed other middle managers and exectutives in my company. Very few understand the necessity of vision in leadership let alone cast vision to their followers. This would appear to be an excellent book to teach the importance of vision for all levels of leadership.
I’m interested by what you say to do if you’re not a leader. I’ve been thinking a lot about responsible followership lately, but I find that people a) focus just on leadership and/or b) demean those that follow. But in any organization, someone has to follow. How can one follow mindfully and still contribute AND feel good about oneself? That’s the real question.
Great question, Sarah. I think the best way to be a good follower is to be clear about your own hopes and dreams, your values, what is important to you. When leaders articulate a vision that resonates with our own hopes and dreams, we want to follow because we see where we fit and how we can contribute. I’m curious what your thoughts are.
I do agree — in an ideal world. But more often than not, employees are rewarded for leading, for taking charge, for striking out into new territory. So if we’re not incentivized to follow, then you’re left with a room of leaders.
Maybe we need more role models — we have so many examples of strong leaders but not effective followers…
Even followers have the opportunity to lead as they follow. You don’t have to be in a leadership position to lead. Good followers are leaders for their colleages and supervisor if the supervisor can learn from the example the good follower sets.
fables might sometimes feel a bit archaic and of a time when mankind was a bit more “childish”, but if I’m honest, are still a very powerful method of delivering a message. I suspect this is because by changing the setting, the message becomes a bit less threatening.
Another Goodie Dan
and impressing me most of all is Jesse Stoner giving back with comments on comments throughout this post. It gives so much creedence to who she is, what this blog achieves, the people commenting on it (and there are some great comments today), and of course to the book. Inspirational.
Working in a foreign environment/language, I have ‘excused’ my impact as a leader somewhat, this has really made me think deeeply abouthow I am sharing/ evolving vision. Thanks again. Richard
Thanks for your kind words, Richard. There are indeed a lot of great comments here! I am trying to respond to those with questions and self-reflection. I appreciate your looking at your own situation and considering how you want to be proactive. I wish you the best.
This book will help us to develop our skills and relations in our home,company maybe everywhere…
Thank you for these concise, insightful posts. I just found them a couple months ago and have been enjoying them daily.
What has struck me about the latest posts about vision is the absolute necessity of communicating the vision to everyone in the organization, clearly and often. Otherwise, it’s just tunnel vision, which is never very effective (unless you are actually in a tunnel)!
I just re-entering the workforce after staying home with my young children. When I left the workforce in 2003 I was the director of a non-profit program. As I’ve reentered the workforce, I find myself having to re-climb the ladder. I cannot put into words how the wealth of information I’ve gotten from reading matherial by “Leadership Freak, Mr. Blanchard, Mr. Maxwell and others has helped me to successfully transition from home, back to work in an entry level position and an immediate move upward in the company. Thanks for your commitment to growing and sustaining leaders.
It is a strange world for women who are re-entering the workforce after taking time out for their children. I applaud you for your efforts, Melinda, and for seeking the support you need. ps. One of the main characters in our book is in the same situation as you.
There’s the old adage “fail to plan and you plan to fail”. This is never more true than in business and leadership in particular.
Anything that helps demystify “leadership” must be a good thing. After all, it’s today’s leaders that are shaping tomorrow’s world.
Leadership – what can I say? I’ve seen as an employe in a 50 people company many “new leadership” strategies. None really changed anything and it went back to square one after a while but kept a few things that the “leaders” took in. The main point being that if the leaders are not in fully (even if obviously you need to be able to review/customize any leadership changes you implemented) commited it is useless, as the employees can’t figure out what the “leaders” are trying to achieve or are advocating.
Looking forward to reading the book. And, yes, I’m commenting solely for a chance at winning.
Without Vision you just get more of what you already have.
Without Vision, you just don’t know what path to take.
Without Vision, there is no leadership…. just sheep following sheep.
This book looks great! I’d love it!
I love fables!
Servant leadership is a style that is comfortable for me and has given me a lot is success.
Thank you for the great opportunity.
I am amazed by any new person that is publishing book on leadership that has been discussed in so different levels so far. So it shall be something extraordinary to publish another one. Good luck!
Looking forward to read another best seller from Blanchard! All his books are key for leadership positions!!!!
I would love to get a copy of the book. It looks interesting and I could learn a lot from it
Goals are just dreams without action. Actions Without goals are just keeping us occupied. My goal is to win this book. My action is to write this comment!
Really enjoy following you on twitter. Hope to get my hands (eyes) on your book soon.
A BIG TOOT-TOOT to Full Steam Ahead!!!
Just finished talking to High School students about vision and future planning. A book like “Full Steam Ahead,” would be an incredible resource. We all need a sense of direction and vision. Anything that I can read that helps me or others, I’m very interested in reading.
I was hoping for your advice. I’m thinking of writing a book, starting with a blog. I’ve written my first article, but I’m not sure to get the rest of my content. Affiliate programs, videos, other bloggers articles, etc. I’m not even sure which blog host to use.
thanks for your inspirational Tweets.
Determining if you are achieving the vision can be a challenge.
Excellent post! Personally, I love fables and this one looks like it will be another hit! The reason for my enthusiasm for books of this nature, is that they allow everyone to take a third person position – as an observer.
From this perspective, I find that people remain open to the concepts and ideas that are shared. The situations and discussions that are played out in the story are very real and people can identify with them.
A book is a great and safe place to start! I recall receiving my copy of the one minute manager and I have been a fan of the Blanchard book series ever since.
I can’t wait to get my copy!
I love Ken Blanchard’s work! I have used several of his books as a leader inside an organization in the past and had great results doing so. He brings it down to the common denominator and for example in Gung Ho! makes it simple to break out implementation tools and modules for action. When I got started with this business his inspiration and the allegory were valuable. The writing style simple and my managers education and interest level did not have to be grad level to get the job done or communicate the concepts and change the approach. Since then NLP and other tools have made this path really valuable and fun! Thanks for the post!
I just managed to finish reading this book and I’m amazed at how it greatly affected my perspective on my work, family and social life. Indeed, this book is worth the read, very inspiring and practical. My favorite – seeing a picture of the future and living it now. The negative comments and considerations we worry of today oftentimes stop us from achieving our dreams and this book just tells us that as long as we remain committed and focused on what we want – we can always achieve it.
I agree with you. I love Full Steam Ahead. It’s a quality book written by quality people.
You have my best wishes as you pursue your vision.