shared vision

  • Alignment means that managers should explicitly seek and highlight the commonality between the company’s purpose and values and the employee’s career purpose and values. Some obvious commonality emerges naturally: both sides thrive on progress. Companies want to launch new products, grow their market share, and expand into new markets; employees want to take on new responsibilities, increase their capabilities, and yes, make more money.

    In other words, both company and employee want to be on a winning team. But zoom in a bit more, and differences appear. Perhaps the employee has a side interest in early childhood education, but his tour of duty doesn’t involve that kind of work at all. He does however value autonomy and flexible work hours, which the company can accommodate. There just needs to be sufficient alignment to make the alliance durable.

    — The Alliance: Managing Talent in the Networked Age by Reid Hoffman, Ben Casnocha, et al.

  • Teams win when their individual members trust each other enough to prioritize team success over individual glory; paradoxically, winning as a team is the best way for the team members to achieve individual success. The members of a winning team are highly sought after by other teams, both for the skills they demonstrate and for their ability to help a new team develop a winning culture.

    — The Alliance: Managing Talent in the Networked Age by Reid Hoffman, Ben Casnocha, et al.

  • Do you cling to the idea that you the leader are the one who sets the vision and drives your people to pursue new and useful solutions? Or do you see yourself as someone who creates a place that elicits people’s slices of genius and turns them into collective genius?

    — Collective Genius: The Art and Practice of Leading Innovation by Linda A. Hill, Greg Brandeau, et al.

  • Habits are behavioral autopilot, and that’s why they’re such a critical tool for leaders. Leaders who can instill habits that reinforce their teams’ goals are essentially making progress for free. They’ve changed behavior in a way that doesn’t draw down the Rider’s reserves of self-control. Habits will form inevitably, whether they’re formed intentionally or not. You’ve probably created lots of team habits unwittingly. If your staff meetings always start out with genial small talk, then you’ve created a habit. You’ve designed your meeting autopilot to yield a few minutes of warm-up small talk. The hard question for a leader is not how to form habits but which habits to encourage.

    — Switch: How to Change Things When Change Is Hard by Chip Heath, Dan Heath

  • A great company doesn’t just thrive because it’s profitable; it’s profitable because it helps people to thrive. Great companies leave the world better than they found it—which is why those of us responsible for creating and building businesses must be as clear about the way we get to our destination as we are about what that destination is.

    — Story Driven: You don’t need to compete when you know who you are by Bernadette Jiwa

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