Selling the Vision

1. Selling the Vision Why 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”

2. The Magic Bullet!

3. Personalisation Transformational Leadership The 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!”

4. 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.

5. The Story of Henry V(and important Leadership themes) Henry’s Journey Act Five Achieving the vision A call to the imagination Act One Visioning the future Act Two Allocating Resources Act Three First Steps Act Four Inspiring the troops Turning the Battlefield into a garden First Blocks Dealing with the Traitors Assessing the past Act Four The dark night of the soul

6. 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”

7. W.I.I.F.M What’s in it for me? Benefits of the future position Create a vision in your mind (see the future) Shift to “Outcome Framing”

8. Outcome Framing The 4 Point Formula for Success Know your outcome Take Massive Action Have Sensory Awareness Have Behavioural Flexibility

9. 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”

10. Selling the Benefits Choosing 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

11. Act TwoTraitors and Other Bad Habits

12. Act TwoTraitors and Other Bad Habits In Act Two Henry must gather and allocate his available resources, and identify and deal appropriately with those who would oppose the mission before it has even started, especially the traitors. In the play three traitors are identified – Cambridge, Grey and Scoop (Henry’s Treasurer) – who have been paid by the French to kill Henry before he can set sail. • In any major project a leader should be able to identify the forces ranged for and against them. The old habits and behaviours that might get in the way of success

13. Naysayers, Critics and Traitors (Saboteurs) ACTIVE RESISTANCE PASSIVE RESITANCE NEUTRAL PASSIVE ACCEPTANCE ACTIVE ACCEPTANCE Friends and Kindred Spirits

14. Force-Field Analysis – Kurt Lewin

15. Act TwoTraitors and Other Bad Habits Act Two First though, we meet Henry’s old buddies in the Tavern; Pistol, Nym and Bardolf. They are squabbling about women, drink and gambling debts while the erstwhile leader, Falstaff, is languishing in a sick bed. “The King has killed his heart” they say. However, they acknowledge that they must keep earning and decide to go with the army to France, mainly for the looting. • A leader needs to be clear about how they are going to deal with their “old friends” and whether those friends have a place at the top table. On an inner level, a wise leader will also know their own “appetites”, the old habits and behaviours that might get in the way of success

16. Changing the Habit Creates the new habit Knowledge What to, Why to Skills How to Desire Want to

17. Principles and Paradigms PRINCIPLES Natural Laws or Fundamental Truths • Universal and timeless • Produce predictable results • External to ourselves • Self evident and enabling when understood

18. Principles and Paradigms PARADIGMS A Mental Map • Individual & fluctuating • Produce variable results • Internal to ourselves • Can be both limiting and empowering

19. 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)

20. Selling the Benefits Task – Organisation or Customer Team Individual Understand and use the benefits of doing this – rather than just implementing it!

21. Act ThreeInto Battle; First Footholds, First Setbacks

22. 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 ThreeInto Battle; First Footholds, First Setbacks

23. Act 4 The “Dark Night of the Soul”

24. 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

25. 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

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