Selling the Vision

Sellin" rel="nofollow">ing the Vision Sellin" rel="nofollow">ing the Vision Leadership is not magnetic personality—that can just as well be a glib tongue. It is not “makin" rel="nofollow">ing friends and in" rel="nofollow">influencin" rel="nofollow">ing people”—that is flattery. Leadership is liftin" rel="nofollow">ing a person’s vision to higher sights, the raisin" rel="nofollow">ing of a person’s performance to a higher standard, the buildin" rel="nofollow">ing of a personality beyond its normal limitations. —Peter F. Drucker, Management: Tasks, Responsibilities, Practices Kotter (2001) identified creatin" rel="nofollow">ing a vision as one of the defin" rel="nofollow">inin" rel="nofollow">ing characteristics of leadership. Academics and busin" rel="nofollow">iness leaders alike seem to echo the sentiment; however, each offers his or her own guidelin" rel="nofollow">ines and advice on how this critical task of settin" rel="nofollow">ing a vision can be accomplished. As a scholar-practitioner in" rel="nofollow">in the field of busin" rel="nofollow">iness, you must draw on the work of others and add your voice to those developin" rel="nofollow">ing a strategy for accomplishin" rel="nofollow">ing this crucial leadership responsibility. More than that, you must develop a concrete mechanism for verifyin" rel="nofollow">ing the successful adoption of that vision. Even if you do not occupy a central leadership role, you can use the strategy you develop to help guide others in" rel="nofollow">in the field. To prepare for this Assignment, reflect on Dr. Craig Marsh’s case study. Consider his challenges as well as his strengths and how you have adopted a model for corporate change. This model should in" rel="nofollow">include your organizational change or cultural change model, steps you would take to change the culture, and the dissection and explanation of how these steps will in" rel="nofollow">influence each of the challenges you face. Also in" rel="nofollow">included will be the mitigation plan to address the challenges, the creation of your vision statement, and a description of how you will translate your vision in" rel="nofollow">into measurable objectives. This week you compile these elements in" rel="nofollow">into one PowerPoin" rel="nofollow">int presentation that is your strategic plan to sell your vision to your organizational team. Submit a 5- to 8-slide PowerPoin" rel="nofollow">int presentation, excludin" rel="nofollow">ing title and References slides, that in" rel="nofollow">includes a leadership strategy for translatin" rel="nofollow">ing your vision in" rel="nofollow">into organizational success. In your PowerPoin" rel="nofollow">int presentation, do the followin" rel="nofollow">ing: • Create your vision statement. • Delin" rel="nofollow">ineate your plan for how you will get others within" rel="nofollow">in the organization to adopt it as their own. In your plan, be sure to in" rel="nofollow">include the followin" rel="nofollow">ing: o The organizational change or cultural change model you used as the basis for your plan o An explanation of the steps you will take to change the culture and how these steps will in" rel="nofollow">influence each of the challenges you face o A brief description of the mitigation plan to address the challenges Your PowerPoin" rel="nofollow">int presentation must contain" rel="nofollow">in a min" rel="nofollow">inimum of five scholarly resources on the last slide of the presentation. Additionally, in" rel="nofollow">in the Notes section of each slide, you must provide detailed support, in" rel="nofollow">includin" rel="nofollow">ing relevant citations, for the bulleted in" rel="nofollow">information within" rel="nofollow">in the slide. Your resources can be a combin" rel="nofollow">ination of the Learnin" rel="nofollow">ing Resources used throughout this course and new scholarly resources. Note: Your presentation should adhere to the APA Presentation Template, found in" rel="nofollow">in this week’s Learnin" rel="nofollow">ing Resources.