Leadership: Design for your Organization's Future

Leadership must assure that a vision is in place which continues to energize people in the organization. If you don’t know where you’re going, how will you know when you’ve arrived? And if you, as the leader don’t create and inspire your associates, who will?

We all have heard great vision statements, but how does one get developed? To start, think about your past and ponder these questions: What significant events can you recall? Describe your peak experiences and ask why those events were a highlight for you. What themes emerge from your history? Which courses of action that brought failure would you like to avoid? What do you find compelling about the future?

Organization development progresses through “S Curves.” This is a growth scenario that typically starts with an entrepreneurial idea. If successful, rapid growth follows. At the top of the curve a critical milestone is reached. The organization can sustain growth at a mild pace for a long time. But more frequently it’s either “up or out” at this point. If the organization matures without new input or direction, then decline can ensue.

At this juncture, the opportunity exists for leadership to reinvent or reinvigorate the company. Think about what you want to accomplish going forward. Ask how you might change yourself or the organization. Is this the time for significant training or education to acquire skills required to meet the challenge of the future?

About six years ago, I started in my graduate program. Industry changes demanded a new set of competencies in order for my organization to continue growing and even just to survive. We had been producing for a retail entity that went bankrupt and lost 80% of our sales in one day. I learned the benefit of selecting a focused marketing strategy - something that had not existed in my company for more than forty years, since our founding. The strategy I chose was to focus on the career apparel and uniform business while avoiding the retail market. This change necessitated development of additional skill sets and personnel.

To think about changing your direction, you may want to ask the fantasy questions: “If I could wave a magic wand and get my wish for the future, what would that scenario look like? What distinctive skill or talent can I optimize to support that vision? What’s my burning passion? What work do I find absorbing, enthralling and what will happen ten years into the future if I remain absorbed, involved and enthralled in that work?“ My vision is to create and sustain an environment where people have the opportunity for continual self-actualization. While my associates sew garments together, my talent is to sew relationships together. You can be brief in your description but don’t obsess over getting the perfect one-liner. Think about how this vision serves the common good. What’s in it for others to align themselves with this vision?

Communicating a vision should take the form of a conversation and not just a speech. Provide others with the opportunity for dialogue so you can be inclusive. Let others participate in the dream. Develop a sense of destiny. Others have to be invested as it is not enough just for the leader to have the vision. The classic definition of a leader is simply someone with followers. Yet the members of the organization must understand, accept and commit themselves to the vision for it to be worthwhile.

At Greco Apparel, we are experiencing a very rapid growth of more than 50% per year. We’re climbing up to the top of that curve to which I have alluded. To keep our enthusiasm to start up the next “S Curve” and sustain our growth, I need the understanding, support and contribution of our capable associates. We are expanding vertically and horizontally simultaneously. Within the past year we started to produce on a full package basis offering sourcing and supply of fabric for our clients. Manufacturing has expanded globally as we have delivered our first production from China. Vast new markets are now open to us but our internal resources need to keep pace. I decided to hire and develop additional talent with required competencies needed now and into the future.

In describing my expansion and support plan to my associates, I related the story of General George Patton and his strategy during WW II. Patton’s excellent fighting tankers of the Third Army would typically advance very rapidly into enemy territory. As an army’s progress is constrained by its supply lines, Patton needed to assure that his battle tanks had fuel to support their successful drive. He sent his fuel trucks fifty miles behind enemy lines so the tanks could refuel during the advance. Of course, he risked losing the fuel trucks but he fortunately implemented this strategy and remains one of our most notable military commanders.

An organization must have the resources available to sustain the promises made to its clients of delivery and quality. Our current company mantra is to “under-promise and over-deliver.” The leader’s task is to assure that the resources are available so that the associates can perform their jobs. Determining where you want to be in the future and why you want to be there will help the decision-making process to select the resources required be they human resources, financial, manufacturing, sales, etc. By communicating your history and vision, you can develop a sense of shared destiny.

I work to include the aspirations of our stakeholders by asking them what they want from their work experience. Effectively communicating a vision has some very potent effects including higher levels of job satisfaction, motivation, commitment, loyalty, pride in the organization and higher productivity.

Leaders must practice these three essentials to incorporate the contribution of the stakeholders in the organization: Listen deeply to others; identify the constituents; and find out their common aspirations. Discover and appeal to a common purpose. Do people like the work they’re doing? Do they find it challenging, meaningful and purposeful? Give life to a vision by communicating expressively so people can see themselves in it. By following these principals you can develop a vision that takes on a life of its own. As others understand and embrace the vision, they can contribute to the success and growth for a shared and uncommon future for your organization. The sustained progress you enjoy should be satisfying and fun.

Joseph Greco is president of Greco Apparel. Visit them on the web at www.grecoapparel.com