| Napoleon Hill, author of Think and Grow Rich, learned | | | | genuine need? (remember Jim Collins' hedgehog |
| that successful people shared 17 common traits. One | | | | concept from Good to Great). |
| of those traits was that they shared a "burning desire." | | | | 2. Write down how you are regularly leveraging and |
| How many of us work for organizations where that | | | | developing the 4 intelligences of your best people: |
| burning desire--or vision that launched the | | | | heart (emotions), spirit (make meaning in our work and |
| business--resembles a pile of smouldering embers? | | | | lives); body (satisfy basic material needs), and mind |
| Or worse yet, where a clear vision never really | | | | (commitment to lifelong learning)? |
| existed? | | | | 3. Learn how the rest of the world views your |
| This question surfaced for me while attending a | | | | organization. Hire an independent research firm to |
| technology conference last May in Los Angeles. The | | | | survey your stakeholders, suppliers and customers. |
| room was filled with nearly 600 professional women. | | | | Include these questions: |
| When best-selling author Marcia Wieder asked "how | | | | * Describe an outstanding experience you've had with |
| many of you currently have a vision of your future?," | | | | our company...What made it so memorable? |
| fewer than 20 participants raised their hands. | | | | * Who was involved? How did this compare to other |
| This surprising incident coincided with my most recent | | | | experiences you had with this organization? What do |
| interview with Stephen Covey, best selling author and | | | | you value most about the work you do with this |
| Vice Chairman of FranklinCovey. His newest book, | | | | company? |
| The 8th Habit, emphasizes the debilitating impact on | | | | * What values does this firm stand for? What is it that, |
| society when any organization is unable to clearly | | | | if it did not exist, would make this organization operate |
| define their vision (or, as he calls it, "find their voice"). | | | | completely differently? |
| Covey states that "bureaucratic systems affect | | | | * If you could create the ideal company (in our industry |
| organizations deeply. Now that the Internet has put | | | | sector), what key elements would it contain? |
| customers in charge, we have no choice but to be | | | | 4. Identify what you are doing every day to reach out |
| resourceful and innovative" with our vision. | | | | and help others find their voice. Wayne Darbeau, Vice |
| Today, innovation and resourcefulness are sorely | | | | President of Administration for the Port of San Diego, |
| lacking in America's Finest City. In October 2002, the | | | | knows this isn't always an easy task for a public |
| San Diego City Council approved a General Plan. The | | | | service leader. He practices the 8th Habit regularly. |
| vision was to be "a city that is a thriving metropolis, yet, | | | | Says Darbeau, the Port has spent the last four years |
| at its heart, remains a City of Villages." | | | | "eliminating our arrogance. We listen to the public." |
| Here in San Diego, we are operationally falling very | | | | In addition, several Port leaders are certified in Franklin |
| short of realizing that vision. Our municipal pension fund | | | | Covey's Seven Habits of Highly Effective People |
| faces a $1.4B shortfall. Current city events are not | | | | methodologv - including the CEO. Their vision is woven |
| aligning with the original vision. | | | | throughout every hiring, training and development |
| This is a great example of how disastrous it can be | | | | system. This includes weekly orientation meetings |
| when your vision is unclear or non-existent. You may | | | | where CEO Hollingsworth explains it to new hires. |
| be spending more than 10 percent of your time | | | | The Port's survey results speak for themselves. From |
| publishing and enforcing policies, procedures, and | | | | 2001-2004, job satisfaction for their employees grew |
| contracts. You refer to people as "headcount | | | | from 70% to 76%. From 1998-2004, employees who |
| expenses" (translated: "people are things and we treat | | | | felt they were appreciated for the work they do |
| them like Industrial Age workers) Or, perhaps your | | | | increased from 44% to 70%. Says Darbeau, "People |
| current vision statement has become a source of | | | | respect our process. It's inclusive, collaborative, and |
| ridicule by your stakeholders. | | | | shows a high commitment to public service." |
| Thankfully, leaders can take these steps to re-claim | | | | Summer is a great time to take your vision for a sail. |
| that burning desire: | | | | You may like the outcome-even if you hit a swell or |
| 1. Honestly answer this question: What do you (as a | | | | two. |
| person or company) really love doing that fills a | | | | |