Selling the VisionWhy bother?

“It’s so easy when I want to and so much more difficult when I have to”

Why the Vision?Einstein wrote: “Imagination is more

important than knowledge – for while knowledge points to all that is,

imagination points to all there will be”

The Magic Bullet!

Personalisation Transformational LeadershipThe New Leader

“It is increasingly common to hear people say we are facing a crisis of leadership. The ways in which organisations are moving forward can no

longer be comprehended through the same models, language and logical analysis that have served the leaders in the past. The rationale leader has got the organisation where it is – they will not be able to take it where it

needs to go!The new leader will be both Inspired and Inspiring. They will be able to find

and hold a vision while enthusing others to share that vision. They will be able to manage chaos and complexity while instilling enough stability to

ensure smooth daily operations. They will be able to change direction at the drop of a hat (or politics) without losing the support of colleagues, staff,

customers, suppliers and other stakeholders. And they will be able to manage creatively the emotional impact of constant change!”

Just a play by Shakespeare or Transformational Leadership?

The arts playing a part in learning since the 1980’s?

1943 Laurence Olivier was encouraged by Winston Churchill to make his film of Henry

V in time to raise morale for the D-day landings. It’s great propaganda

unashamedly heroic and patriotic – not a traitor in sight.

Kenneth Branagh made his film after the Falklands war and his version is dirty and

ugly, a political necessity, full of compromise and potential dishonour.

The Story of Henry V(and important Leadership themes)

Henry’s Journey

A call to the imaginationA call to the imagination

Act OneVisioning the

future

Act OneVisioning the

future

Assessing the past

Assessing the past

Act Two Allocating Resources

Act Two Allocating Resources

Dealing with the TraitorsDealing with the Traitors

Act Three First StepsAct Three First Steps

First BlocksFirst Blocks

Act FourThe dark night

of the soul

Act FourThe dark night

of the soul

Act Four Inspiring the

troops

Act Four Inspiring the

troops

Act FiveAchieving the vision

Act FiveAchieving the vision

Turning the Battlefield into

a garden

Turning the Battlefield into

a garden

Act OneFrom Vision to Commitment

Sets the Scene Assesses the past Visions the future

Shows Henry building consent around his mission and visibly committing to it.

The chorus asks for “a muse of fire” that will help us move beyond the “brightest

heaven of invention”

What’s in it for me?

•Benefits of the future position•Create a vision in your mind

• (see the future)

•Shift to “Outcome Framing”

Outcome Framing

The 4 Point Formula for Success

1.Know your outcome2.Take Massive Action3.Have Sensory Awareness4.Have Behavioural Flexibility

Selling the Benefits

Bunker Hunt, the Texas Oil Billionaire, was once asked if he had one piece of advice he could give people on how to succeed. He

said success is simple. First you decide what you want specifically; and second, you decide you are willing to pay the

price to make it happen – and then you pay that price!

If you don’t take that second step, you’ll never achieve what you want in the long-term. I like to call the people who know what they want and are willing to

pay the price to get it, “the few who do” versus “the many who talk”

Selling the BenefitsChoosing your attitude

“There is always a choice about the way you do your work even

if there is not a choice about the work itself!

We can come in with a “bad-mood” attitude and have a depressing day. We can come in with a grouchy fed-up attitude

and irritate our staff, co-workers and our clients, or we can bring a sunny, playful, cheerful attitude and have a great day – we can

choose the kind of day we have.”Fish

Lundin & Christensen

Act TwoTraitors and Other Bad Habits

Act TwoTraitors and Other Bad Habits

Naysayers, Critics and Traitors (Saboteurs)

ACTIVE RESISTANCE

ACTIVE RESISTANCE

PASSIVE RESITANCE

PASSIVE RESITANCE NEUTRALNEUTRAL PASSIVE

ACCEPTANCEPASSIVE

ACCEPTANCEACTIVE

ACCEPTANCEACTIVE

ACCEPTANCE

Friends and Kindred Spirits

Force-Field Analysis – Kurt Lewin

Act TwoTraitors and Other Bad Habits

Changing the Habit

KnowledgeWhat to, Why to

SkillsHow to

DesireWant to

Creates the new habit

Principles and Paradigms

PRINCIPLESNatural Laws or Fundamental Truths • Universal and timeless• Produce predictable results• External to ourselves• Self evident and enabling when

understood

Principles and Paradigms

PARADIGMSA Mental Map • Individual & fluctuating• Produce variable results• Internal to ourselves• Can be both limiting and empowering

Principles and Paradigms

PARADIGMS

THE ACCURACY OF THE MAP!

We make up many maps – but only two categories:

The way things are (REALITIES)

The way things should be (VALUES)

Selling the Benefits

Task – Organisation or Customer

Team Individual

Understand and use the benefits of doing this – rather than just implementing it!

Act ThreeInto Battle; First Footholds, First Setbacks

Act ThreeInto Battle; First Footholds, First Setbacks

However grand the vision or the mission, we will still need:

•A practical place to start•Systems & procedures to follow•Some kind of project plan•Practical plans when things get stuck•Effective leadership and imagination to motivate the staff through the blocks

Any seriously important project will have a crisis, a point at which it seems almost impossible for the original outcome to occur. That is when the leader meets the real test. They will

need to call upon all their skills to hold a line that will give their people enough confidence and/or motivation to carry on

Act 4 The “Dark Night of the Soul”

Act 4 The “Dark Night of the Soul”Sometimes the acting can make it

real. Henry cannot really want to be out talking to his troops at three

o’clock in the morning. But he does it because it is required

of him. He exercises visible leadership. He is seen by others, and

he sees them, thus bolstering confidence

Act Five – Achieving the Vision“Turning the Battlefield into a Garden”

Many leaders get to where they are because of their ability to fight and win. Sometimes though this is not enough.

“Nurture the new territory rather than look for the new target”

“Take the ‘armour’ off and build real, lasting relationships

We few – We Happy Few – We band of Brothers!