Feb 16, 2023

Feb 16, 2023

Mentorship

Mentorship

Developing a leadership vision

Developing a leadership vision

Developing a leadership vision

An overview, of the exercises used to develop a leader's vision

An overview, of the exercises used to develop a leader's vision

At the very core of this program, we aim to enable a conversation between the leader’s of the tribe and the members. And this conversation aims to bring the efforts of the entire tribe into a unified direction. For that reason the first thing we aim to do is get to understand the motivations of individual members, as well as the founding members of the tribe.


Part 1 | Using Impact to triangulate vision.

Given that not every founder is a natural visionary, the first activity aims at getting to understand the vision as it exists, and if it doesn't then generating a vision based on the impact founder/leader currently is striving for. To effectively achieve this we must clearly understand the things that will make up this vision.



Definitions:

  • Vision: Clearly and concisely describe a version of the world that is both distinctly different, and inspiring enough to capture your tribe.

  • Impact: Sometimes a problem presents itself to us less as a vision and more as an impact we would like to see in the world.


Part 2 | Making the vision measurable with OKRs

One of the reasons “visions” get ignored is, by it self a vision is not very useful, because it doesnt really help you decide what to do on a day to day basis, because it is much to lofty and abstract. 

To resolve this issue, we work with the founder to clearly map out how each team member’s efforts can contribute to the realising of the vision.

The most effective method of achieving this that i have come across, is google’s OKR Framework. The framework is explored in more depth in the Role forecasting article


Part 3 | New Business Model Opportunities

The third stage of this engagement, brings both Leaders and members into a single conversation aimed around giving members a clearer idea of the longterm needs of the organisation.

For the members to give leadership a better idea of what the detail of the work looks like on the ground amidst the day-to-day experiences of delivering value to customers.



At the very core of this program, we aim to enable a conversation between the leader’s of the tribe and the members. And this conversation aims to bring the efforts of the entire tribe into a unified direction. For that reason the first thing we aim to do is get to understand the motivations of individual members, as well as the founding members of the tribe.


Part 1 | Using Impact to triangulate vision.

Given that not every founder is a natural visionary, the first activity aims at getting to understand the vision as it exists, and if it doesn't then generating a vision based on the impact founder/leader currently is striving for. To effectively achieve this we must clearly understand the things that will make up this vision.



Definitions:

  • Vision: Clearly and concisely describe a version of the world that is both distinctly different, and inspiring enough to capture your tribe.

  • Impact: Sometimes a problem presents itself to us less as a vision and more as an impact we would like to see in the world.


Part 2 | Making the vision measurable with OKRs

One of the reasons “visions” get ignored is, by it self a vision is not very useful, because it doesnt really help you decide what to do on a day to day basis, because it is much to lofty and abstract. 

To resolve this issue, we work with the founder to clearly map out how each team member’s efforts can contribute to the realising of the vision.

The most effective method of achieving this that i have come across, is google’s OKR Framework. The framework is explored in more depth in the Role forecasting article


Part 3 | New Business Model Opportunities

The third stage of this engagement, brings both Leaders and members into a single conversation aimed around giving members a clearer idea of the longterm needs of the organisation.

For the members to give leadership a better idea of what the detail of the work looks like on the ground amidst the day-to-day experiences of delivering value to customers.



alfi@campfire.cards

Strive for more

alfi@campfire.cards

Strive for more

alfi@campfire.cards

Strive for more

Developing a leadership vision

Developing a leadership vision

Developing a leadership vision