2 - Vision for the organization

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Из курса от партнера HEC Paris

Leading Organizations

177 оценки

HEC Paris

Leading Organizations

177 оценки

Курс 3 из 4 — Specialization Inspirational Leadership: Leading with Sense

This course is the last course of the a Specialization on Leadership called “Inspirational Leadership: Leading with Sense”, so you may want to take the courses “Building Your Leadership Skills” and “Giving Sense to your Leadership Experience” prior of taking this course. In this course you’ll get the opportunity to apply the skills learned in the first two courses of the “Inspirational Leadership: Leading with Sense” as an individual to a group setting. The group could not only be an organization such as a company or a team in a company, but also a private group such as your family or an association. Specifically, you’ll apply the 4 steps of The Savoir-Relier protocol to your group: 1. defining the group identity by working on the group self-awareness, 2. creating quality relationships within the group, 3. working on resilience for the group to then be able to overcome difficult situation and 4. Making the organization grow by creating sense and meaning. So if you want your group to grow as a successful leader in its fields, if you want to find your identity as a group and create shared values for it, or if you want your group to become more resilient in face of change and crisis, this course is made for you! Finally, at the end of the course, you would have build sense for your group in order to be more efficient. Using real-life cases you will see how the genuine, generous and generative characteristics apply to the development of successful organizations. For example, you will apply the Relational Circuit to recruit effectively, or the Self-Portrait and Conversation exercises to create team cohesion and resilience to overcome crises and interpersonal conflicts. You will be able to form trustworthy relationships in spite of diverging or different views, and you will grow respect in your environment where sense will be a driver for you and your surrounding. Leaders from different organizations, will share with you their insights about how they have applied the Savoir-Relier approach to their company and how it has made the company more resilience and competitive.

Из урока

Self-awareness at the organization level

In this module and with the help of feedbacks from leaders in different environments, from start ups to large companies (Maurice Lévy from Publicis, Stéphane Richard from Orange, Frédéric Mazzella from BlaBlaCar, Daphne Koller from Coursera or Apollonia Poilâne from Poilâne), you will use history and communication to better perform the balance between the need for structure and the need for initiative in making a group effective.

0 - What is an organization?6:03

1 - Different forms of organizations4:07

2 - Vision for the organization6:22

Познакомьтесь с преподавателями

Valérie Gauthier
Associate Professor, HEC Paris

[MUSIC]

Do you remember that one definition of the word sense?

Sense as direction that leads to a vision.

Let's listen to what Maurice Levy has to say about vision.

You must understand their business.

You must understand the landscape.

You must understand technology, and you must forget everything that you understand

in order to have a vision which can lead you to invent permanently something new.

The key issue that our business is going through huge transformation

and the future leader has absolutely

to have a visionary skill which can see beyond the horizon.

>> To see beyond the horizon, as Morris says, is not an easy task.

And Mr. Levy, can you explain what it takes to carry that vision forward?

>> Genuine, superb.

Because you need to be authentic, and

we have been true to the roots of Publicis since its inception in 1926.

Generous, this is what I'm always trying to be myself, but

it's quite difficult, I must recognize.

And to ask from all my people to be, to share, share what they are doing.

Share the clients.

Share the revenues.

Share the knowledge, share everything, the sharing aspect generative,

this, as we say in French [FOREIGN], it is of use.

I would add probably a fourth G, which is growth because

generative is much more rarity, novation if I read you well.

Growth is much more about building the future.

And without growth, you can't be authentic because you have to struggle.

You can't be generous, and you can't be generative.

>> What is the fourth G that Mr. Levy adds here?

Yes, growth because growth comes as a natural consequence of

the virtue circles of genuine, generous, and generative.

But outside of the readers you will hear in this MOOC, and more often than not in

organizations, the sense of direction as a vision has often become

nothing more than a mechanical exercise, executives go through, in order to exist.

All organizations must have vision and mission.

The vision is based on values and the mission that is translated into a mission

statement, which is supposed to drive the strategy that people will execute.

But this vision, mission exercise has too often become just that, an exercise.

Deprived of its original anchor and sense, the vision usually lacks genuine meaning.

And more often than not, the descriptions of visions and mission statements

on company websites are totally interchangeable between organizations.

And they use the same words, refer to the same values,

employ buzzwords like corporate social responsibility,

community to take the boxes of what good or great companies must do and must be.

So their marketing campaigns get through to people, but

the notion of identity, the sense behind the vision, is absent.

Leaders must use their visionary skills to define a sense of purpose

as we'll see later in this MOOC.

This sense of purpose carries meaning for the organization and

the people who contribute to its growth.

It is like a guide embodied with the exemplary of the leader who

takes a group of people on an expedition across complex and difficult path.

It must be embodied by all the leaders embarking on the trail and

by the people who are engaging along with them.

The expedition will succeed if the relationships that are built between

the members of the group are strong, trustworthy, and focused on a shared goal

in spite of and thanks to the changes and differences embodied by each member.

The vision is a shared direction that people are moving towards

whether you are crossing the desert or trying to enter a new market.

It is not the final objective that matters the most, but

the path that you're taking to get there, the people you are going with, and

the reason why you have, both individually and as a team, chosen that goal.

Each individual comes with his or her own perspective and experience.

Rather than pulling in different directions, use consensus, common sense,

and sensibility to construct a dynamic process that makes the most of

those individual differences as we will also see in module two.

The direction, vision, and sense of purpose of the organization

reminds us that leadership, even with an idea of shared or

distributed practice, needs a driver, a guide like Morris Levy,

Stephen Richard in large [INAUDIBLE] organizations for example.

So now, to take full benefits from this MOOC, I'm going to suggest that you

select the organization you wish to use for your assignments.

Your family, the company you work for, the association, club or team you are part of.

Write the name of the group you chose in your SR journal and

try to stick with this choice for the rest of the MOOC.

So your reflection is consistent across the different episodes, and

you can really see how the Savoir Relier impacts positively the understanding and

operations of this organization you have chosen to work on.

Examples from different organizations and shared stories of families and groups

among MOOC learners on the forum will help you position yourself by comparison.

Once you have chosen your environment,

use your SR journal to insert this important question.

What is your vision taking your family, your team, or your company forward?

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