Comments on: Setting your sights http://managingleadership.com/blog/2008/05/28/setting-your-sights/ The strategic role of the senior executive Sat, 28 Jan 2012 01:35:19 +0000 hourly 1 http://wordpress.org/?v=3.3.1 By: Leaders and leadership | Managing Leadership http://managingleadership.com/blog/2008/05/28/setting-your-sights/comment-page-1/#comment-6884 Leaders and leadership | Managing Leadership Mon, 09 Jun 2008 13:38:41 +0000 http://managingleadership.com/blog/?p=521#comment-6884 [...] this subtheme of leadership that produces the goal-producing duty of the leader that we have been looking at recently. But, as we have seen, that alone is typically insufficient to the [...] [...] this subtheme of leadership that produces the goal-producing duty of the leader that we have been looking at recently. But, as we have seen, that alone is typically insufficient to the [...]

]]> By: Jim Stroup http://managingleadership.com/blog/2008/05/28/setting-your-sights/comment-page-1/#comment-6759 Jim Stroup Thu, 05 Jun 2008 19:07:56 +0000 http://managingleadership.com/blog/?p=521#comment-6759 Hello Jon, Thank you for your visit and your observations. Ownership - metaphorically - and engagement are indeed key and mutually reinforcing elements here. Interest in input, I certainly agree, is also vital, although I might define the origin of that interest a bit differently. But maybe not - we'll see as the topic progresses. I hope you'll stop back - and thanks again for your contribution - "fueling 'buy in'" - that is what we're looking for! Hello Jon,

Thank you for your visit and your observations.

Ownership – metaphorically – and engagement are indeed key and mutually reinforcing elements here. Interest in input, I certainly agree, is also vital, although I might define the origin of that interest a bit differently. But maybe not – we’ll see as the topic progresses.

I hope you’ll stop back – and thanks again for your contribution – “fueling ‘buy in’” – that is what we’re looking for!

]]> By: Jon Pratlett http://managingleadership.com/blog/2008/05/28/setting-your-sights/comment-page-1/#comment-6727 Jon Pratlett Wed, 04 Jun 2008 21:21:22 +0000 http://managingleadership.com/blog/?p=521#comment-6727 Having input into the vision and the goals that flow from that vision, as well as the values that help us navigate our course toward the attainment of both will greatly assist in ownership and engagement. One of the key roles the leader (at all levels in organisationss) can play, is in being able to facilitate people's input in such a way that they feel heard, and that that their views are genuinely considered. There are numerous processes available to assist leaders in building their capability to do this, but it requires genuine interest by leaders in the input of others that will fuel "buy in" Having input into the vision and the goals that flow from that vision, as well as the values that help us navigate our course toward the attainment of both will greatly assist in ownership and engagement.

One of the key roles the leader (at all levels in organisationss) can play, is in being able to facilitate people’s input in such a way that they feel heard, and that that their views are genuinely considered.

There are numerous processes available to assist leaders in building their capability to do this, but it requires genuine interest by leaders in the input of others that will fuel “buy in”

]]> By: The effects on productivity of the sources of goals | Managing Leadership | Managing Leadership http://managingleadership.com/blog/2008/05/28/setting-your-sights/comment-page-1/#comment-6648 The effects on productivity of the sources of goals | Managing Leadership | Managing Leadership Mon, 02 Jun 2008 10:42:06 +0000 http://managingleadership.com/blog/?p=521#comment-6648 [...] that, like leadership more generally, there is a lot of talk about what goals ought to be (as we have seen, this is not always very enlightening), somewhat less about the function they perform (although [...] [...] that, like leadership more generally, there is a lot of talk about what goals ought to be (as we have seen, this is not always very enlightening), somewhat less about the function they perform (although [...]

]]> By: Jim Stroup http://managingleadership.com/blog/2008/05/28/setting-your-sights/comment-page-1/#comment-6490 Jim Stroup Thu, 29 May 2008 12:21:56 +0000 http://managingleadership.com/blog/?p=521#comment-6490 Hello Rob, Thank you for this really excellent observation - it presents the problem in a wholly different light, with many angles that call for examination - I will be picking it up in the next few days to see if I can address it adequately. Thanks again! Hello Rob,

Thank you for this really excellent observation – it presents the problem in a wholly different light, with many angles that call for examination – I will be picking it up in the next few days to see if I can address it adequately.

Thanks again!

]]> By: Rob Jacobs http://managingleadership.com/blog/2008/05/28/setting-your-sights/comment-page-1/#comment-6473 Rob Jacobs Thu, 29 May 2008 01:56:07 +0000 http://managingleadership.com/blog/?p=521#comment-6473 Jim, I wonder about goals, really artificial or numeric goals, that are set by those outside of the organization and for which there is no real urgency. I am thinking for example of the arbitrary goal of reaching a predetermined new score for a school, the goal of which is created outside of the organization and imposed by legislation or law. The goal (raise test scores) is decided by others, imposed by others, arbitrary in nature (go up such and such amount), and not connected to the every day function of the organization (teaching vs. testing), and is evaluated and measured on one day's results. What role does organizational leadership play in this case? Jim, I wonder about goals, really artificial or numeric goals, that are set by those outside of the organization and for which there is no real urgency. I am thinking for example of the arbitrary goal of reaching a predetermined new score for a school, the goal of which is created outside of the organization and imposed by legislation or law. The goal (raise test scores) is decided by others, imposed by others, arbitrary in nature (go up such and such amount), and not connected to the every day function of the organization (teaching vs. testing), and is evaluated and measured on one day’s results. What role does organizational leadership play in this case?

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