Leadership: Values and Vision
Presented by
Debbie Little
Steve Merritt
College of Agricultural Sciences
Penn State University
Villanova University
Mind Awaken Exercise
ACTIVITY: Identify the
Values and Vision for
NYC expressed by
Mayor Bloomberg in the
video clip
Vision and Values
What is the difference between having a
vision and being a visionary leader?
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The Importance of Vision
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Unites an organization
– One direction
– Purpose
– Buy-in
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Provides a clear path for the organization to take
– Focus forward
– Clear shared goals
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Inspires creativity and innovation
– Gives permission to think strategically, critically
– Opens avenues for new ideas, products, programs, services
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Is a vehicle to express an organization’s core values
How Do You Wrap Your Head Around
Vision?
• Tell your story and emphasize your values
• Structured and Linear Models
 Understand the Past – What has made this organization
great? Understand past mistakes. Collect data.
 Analyze the Present – SWOT analysis is one example, a
snapshot in time.
 Create the Future – “Conceptsmith” first; “Wordsmith” second.
 Select the Course – Set long and short term priorities, focus
 Unite the Organization – Get buy in, communicate effectively
Foresight Process in Vision Development, B. Clarke and R. Crossland (2002) from The Leader’s Voice
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“Name that Company”
– “Our vision is to be the Earth’s most customer centric
company; to build a place where people can come to find
and discover anything they might want to buy online.”
– “To be led by a globally diverse workforce that consistently
delivers outstanding business results, understands the
various cultural demands of a global marketplace, is
passionate about technology and the promise it holds to tap
human potential, and thrives in a corporate culture where
inclusive behaviors are valued.”
– “______ will be a global university, committed to excellence,
with a passion for creating knowledge and educating
students to be leaders for a better tomorrow”
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Vision and Visionary Leadership Defined
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Vision should describe a set of ideals and priorities, a picture of the
future, a sense of what makes the company special and unique, a core
set of principles that the company stands for, and a broad set of
compelling criteria that will help define organizational success.
-Oren Harari
Business professor at the University of San Francisco as well as an author of several
management books, including The Leadership Secrets of Colin Powell.)
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Vision creates a realistic, credible, attractive future for [an]
organization.
-Burt Nanus
Author or coauthor of six books including the best-selling Leaders: Strategies for Taking Charge
(1985, with Warren Bennis). He was director of research at the University of Southern California's
Leadership Institute and professor of management in the School of Business Administration.)
Source: National Defense University http://www.au.af.mil/au/awc/awcgate/ndu/strat-ldr-dm/pt4ch18.html
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Vision and Visionary Leadership Defined
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Builders of a new dawn
Work with imagination, insight, and boldness
Present a challenge
Call forth the best in people
Brings people together around a shared sense of purpose
Work with the power of intentionality and alignment with a
higher purpose
• They are social innovators and change agents
• They see the big picture and think strategically
Source: THE CENTER FOR VISIONARY LEADERSHIP http://www.visionarylead.org/
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Vision and Visionary Leadership Defined
• Profound interconnectedness between the leader and the
whole
• True visionary leaders serve the good of the whole
• They recognize that there is some truth on both sides of most
polarized issues
• They search for solutions that transcend the usual adversarial
approaches to problem solving
• They find a higher synthesis of the best of both sides of an
issue
• They address the systemic root causes of problems to create
real breakthroughs.
Source: THE CENTER FOR VISIONARY LEADERSHIP http://www.visionarylead.org/
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Example of a Visionary Leader
Alexander the Great
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Examples of Other Visionary Leaders
Maya Angelou
Susan B Anthony
Winston Churchill
Marie Curie
John F. Kennedy
Martin Luther King
Abraham Lincoln
Ronald Reagan
Margaret Thatcher
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Becoming a Visionary Leader
• How does a person
become a visionary
leader?
• Talk amongst
yourselves….
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We love Debbie
and Steve!
Values Driven Leadership
• A conscious commitment by leaders at all levels to
– lead with their values
– create a corporate culture that optimizes financial performance,
ethical practice, social contribution and environmental impact
• Values-driven leaders lead
– from a deep sense of purpose
– with a demonstrated commitment to life-affirming values, such as
honesty, integrity, excellence, courage, humility, trust, care for
people and social and environmental responsibility.
Source: Center for Values-Driven Leadership, Benedictine University
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http://cvdl.org/valuesdriven_leadership/definitions.asp
Values-Oriented Leaders Defined
• Traits or qualities that are considered worthwhile
• Represent an individual’s highest priorities and deeply held
driving forces.
• Important and enduring beliefs or ideals shared by the members
of a culture
• Exert major influence on the behavior of an individual
• Serve as broad guidelines in all situations
Sources:
Build an Organization Based on Values -- The Strategic Planning Framework for Vision, Mission, Values Susan M. Heathfield,
http://humanresources.about.com/od/strategicplanning1/a/organizvalues_2.htm
Business Directory http://www.businessdictionary.com/definition/values.html#ixzz1xn3qFQwC
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Examples of Values
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Ambition
Competency
Individuality
Equality
Integrity
Service
Responsibility
Accuracy
Respect
Dedication
Diversity
Improvement
Enjoyment/fun
Loyalty
Credibility
Honesty
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Innovativeness
Teamwork
Excellence
Accountability
Empowerment
Quality
Efficiency
Dignity
Collaboration
Stewardship
Empathy
Accomplishment
Courage
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Wisdom
Independence
Security
Challenge
Influence
Learning
Compassion
Friendliness
Discipline/order
Generosity
Persistence
Optimism
Dependability
Flexibility
Example of a Values Oriented Leader
Jane Goodall
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Primatologist, ethologist, and
anthropologist
Professional recognition and
public renown for her 45-year
study of chimpanzee social and
family life
Founded and directs the Jane
Goodall Institute
Active in efforts to advance the
power of individuals to take
informed and compassionate
action to improve the environment
for all living creatures.
Examples of Values Oriented Leaders
Jimmy Carter
Yvon Chouinard
Mahatma Gandhi
Jane Goodall
Eleanor Roosevelt
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Values as Part of Your Organization’s
Culture
• What are the VALUES
your organization uses
as the basis for its
operation and
existence?
• Talk amongst
yourselves……
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Level 5 Leadership
Good to Great, by Jim Collins
• Blending “personal humility with professional will”
• Professional Will - Creates superb results no matter how
difficult; sets standards for building an enduring organization;
looks in the mirror not out the window in taking responsibility
• Personal Humility - Compelling modesty, shuns adulation,
never boastful; acts with quiet determination; does not rely on
charisma to motivate; channels ambition into the next
generation; looks out the window not in the mirror to give credit
where it is due
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Level 5 Leadership
Good to Great, by Jim Collins
• “It’s not that Level 5 leaders have no ego or self-interest.
Indeed, they are incredibly ambitious – but their ambition is first
and foremost for the institution, not themselves.”
• Level 5 Leaders have a strong vision for their company,
organization, or institution blended with drive to succeed, an
understanding of how to set up the next generation for success,
and “unwavering resolve to do what must be done.”
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Value and Vision in Practice
SITUATION: Highly personal, undergraduate liberal
arts college in a rural location; notable past;
current/serious enrollment issues. Must “realign” its
future with a sustainable strategy in order to survive.
Realignment has significant impact on institutional
values and consensus vision.
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Choices to Consider….
[Review all options and identify/discuss the values and vision issues each
present to the college.]
MARKETING
• Rethink recruiting
practices
• Reduce admission
standards
• Increase discount
to meet enrollment
goals.
FINANCE
• Reduce personalized approach to
undergrad ed
• Hire third party providers
• Emphasize on-line, non-credit
degrees/classes
• Increase class sizes
• Employ adjunct faculty
• Reduce holistic approach
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PRODUCT
• Redesign curriculum,
more career oriented,
practical, functional
• Reorient institution’s
brand
• Change marketing
messages to align with
new “outcomes” orientation
PRINCIPLED
(FINIS)
• Maintain institutional
mission and choose
to close the institution
Thank you!
Debbie Little
College of Agricultural Sciences
Penn State University
dxm16@psu.edu
Steve Merritt
Villanova University
stephen.merritt@villanova.com
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