Group Dynamic

So many believe that leaders are “visionary”.  It’s true – but a problem is this:

The concept of vision is “out there”, esoteric, hard to grasp.  Aren’t visionary leaders somehow “special” in that regard?  How can you “teach” vision?

(If you’ve been a part of a Group Dynamic leadership workshop, please forgive this content; this is an exercise that you’ve done.  It may be redundant for you, but feel free to pass this on to someone you think needs it!)

Let’s make this concept easier, more concrete, more actionable, and more “learnable”.

First, a working definition of “Vision” as it applies to leaders:

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I’ve been reading about the Adaptation Principle. This can take on many forms depending on the venue (it’s very popular in exercise physiology), but in organizations it goes something like this:

When we get used to things, we don’t notice them as much. We also don’t think about their meaning.

Examples: Read the rest of this entry »

or

How is being an effective band director like running a good business?

or

What if the best practices in band program administration collide with the best practices in managing and developing employees?

It is striking how the franchise prototype model outlined in “The E-Myth” coincides with an effective, student-leader-empowered, music program:

• Must provide consistent value to customers (students), employees (staff and student leaders), suppliers (parents), and lenders (school district curriculum and administration).
• Results must be attainable by people with the skill level they already have.
• Must stand out as a place of impeccable order and structure.
• All work must be defined in operations manuals. (Clear standards of “how we do things around here”)
• Events must unfold in a predictable, orderly, way.
• Must utilize a uniform color, dress, and facilities code.

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My first boss was fond of saying this: “Most days, we have fun around here.” The first time I heard him say this, it was in my job interview. He followed it up with “…and you can’t say that about most jobs.”

It was my first job, so I took his word for it. He was right, but I think part of the reason he was right was the consistency and relentlessness of his message, and the subtle lifting up of our situation.  By using the words “around here”, he was painting a picture of the organization’s atmosphere/culture/vibe all the time, and it was also a way of controlling the organization’s atmosphere/culture/vibe.  Smart.  And like all smart ideas, worthy of using in other situations.

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