Organizational Vision
James V. Southern
Sergeant Major, U.S. Army
1
Organizational-Level Leadership
Framework for Improving an Organization
Developing Organizations and Leaders
Leading
Change
Leader
Development
Group/Team
Development
Knowledge
Management
Culture and
Climate
Critical and
Creative Thinking
DIRECT
Individual Technical
INTELLECTUAL
PRESENCE
CAPACITY
Organizational
Learning
Ethical
Alignment
Developing
Relationships
Organizational
Resilience
Extending
Influence
Shared
Vision
ORGANIZATIONAL
Organizational
STRATEGIC
Political Community
Leader Orientation
CHARACTER
LEADS
DEVELOPS
2
ACHIEVES
Main Points:
1. The vision process begins with the What and Why, a picture of the
future framed by a value-based purpose.
2. Leaders conduct an initial assessment of the organization and identify
goals that creates a path to drive behavior, change, and
motivation(How).
3. They also help create a strategy to navigate the path and implement
the vision for leading change.
3
o f
ORGANIZATIONAL
VISION
DEVELOPING
THE STRATEGY
EXECUTION
Continued
Assessment
S e n s e
Initial Assessment
u r g e n c y
Organizational
Vision
A picture of the future
WHAT
WHY
HOW
Guiding Coalition
While there is no doctrine or regulation that details who will make up the guiding
coalition, leaders will select key and influential members of the organization who
will share in the vision and be committed to its implementation.
Guiding Coalition
DEVELOPING
THE STRATEGY
EXECUTION
The HOW
Discipline
Toughness
Goal: Instill
pride in unit
Goal: Develop
Leaders
Prioritized Tasks:
o Instilling discipline
o Developing teamwork
(crew cohesion)
o Building
squadron/group
cohesion
Prioritized Tasks:
o Planning missions
o Leading missions
o Creating a leader
development
program (The Leper
Colony)
Superior Flying
Prioritized Tasks:
o Formation flying
o Gunnery
o Bombing
Final Thoughts
By involving key leaders at all levels during planning, senior leaders ensure
that their followers take stock in the vision.
While the Army relies on many leadership teams, it depends predominantly on
organizational leaders to endorse and support their long-term strategic vision.
This is accomplished when subordinate units ensure their vision is nested with
that of their higher headquarters.
The key element of extending influence and building teams is the creation of
a common vision among prospective team members.