Implementing an

Organizational Vision

James V. Southern
Sergeant Major, U.S. Army
1

Organizational-Level Leadership
Framework for Improving an Organization
Developing Organizations and Leaders
Leading
Change

Leader
Development

Group/Team
Development

Knowledge
Management
Culture and
Climate

Critical and
Creative Thinking
DIRECT

Individual Technical
INTELLECTUAL
PRESENCE
CAPACITY

Organizational
Learning
Ethical
Alignment

Developing
Relationships

Organizational
Resilience
Extending
Influence

Shared
Vision

ORGANIZATIONAL
Organizational

STRATEGIC

Political Community

Leader Orientation
CHARACTER

LEADS

DEVELOPS
2

ACHIEVES

Implementing an Organizational Vision

Big Idea: Visions typically fail
because they have no
implementation plan. The How
component links the What and
Why to a strategy for leading
change, bringing direction, intensity,
and persistence to behavior within
the organization.

Main Points:
1. The vision process begins with the What and Why, a picture of the
future framed by a value-based purpose.
2. Leaders conduct an initial assessment of the organization and identify
goals that creates a path to drive behavior, change, and
motivation(How).
3. They also help create a strategy to navigate the path and implement
the vision for leading change.
3

The Seven-Step Vision Process

o f

3) Establish goals based on initial assessment

) Broad general actions that guide the organization
) The building blocks that links the vision (How
component) and tasks

ORGANIZATIONAL
VISION

4) Complete initial organizational vision

) How: A path to drive behavior, change, and
motivation
Guiding Coalition

5) Refine goals based on guiding coalition input

6) Establish prioritized tasks to support goals
) Programs for achieving goals
7) Implement change
) Empower others
) Generate short-term wins

DEVELOPING
THE STRATEGY

EXECUTION

Continued
Assessment

S e n s e

2) Develop initial organizational-level vision

) What: A picture of the future
) Why: Framed by a value-based purpose

Initial Assessment

u r g e n c y

1) Begin initial assessment of the organization

Organizational
Vision
A picture of the future

WHAT

Framed by a valuebased purpose

WHY

That creates a path to

drive behavior, change,
and motivation

HOW

Guiding Coalition
While there is no doctrine or regulation that details who will make up the guiding
coalition, leaders will select key and influential members of the organization who
will share in the vision and be committed to its implementation.

Guiding Coalition

5) Refine goals based on guiding coalition input

6) Establish prioritized tasks to support goals
) Programs for achieving goals
7) Implement change
) Empower others
) Generate short-term wins

DEVELOPING
THE STRATEGY

EXECUTION

Refining Goals and Prioritizing Tasks

Goals are established based on information obtained during the initial assessment. It
links the how component of the vision with the tasks necessary to achieve the
vision.
Once Goals are established and refined, tasks are established and prioritized.
Tasks are the concrete and measureable programs (MOEs) and activities
required to support the goals. Leaders are integral in ensuring task
accomplishment.
Once goals and prioritized tasks have been established, ensure they are nested
with the vision of the next higher level of the organization. Initiating actions that
run counter to the intent of your next higher level is the quickest way to stop an
implementation strategy in its tracks.

Sergeant Major Involvement

There are three major areas that need to be addressed for the successful
implementation of an organizational vision. These are areas that require Sergeant
Major involvement to be accomplished:
o The desired behavior of unit members - If the behavior of the members is
inconsistent with the vision then the organization will not achieve the vision.
o Implementing change - Without some change there is no development in an
organization therefore an organizational vision must drive change throughout
the organization.
o Members of the organization must be motivated to bring about the vision The vision must inspire or motivate the members of the organization.

The HOW
Discipline

Toughness

Goal: Instill
pride in unit

Goal: Develop
Leaders

Prioritized Tasks:
o Instilling discipline
o Developing teamwork
(crew cohesion)
o Building
squadron/group
cohesion

Prioritized Tasks:
o Planning missions
o Leading missions
o Creating a leader
development
program (The Leper
Colony)

Superior Flying

Goal: Improve crew

Competencies

Prioritized Tasks:
o Formation flying
o Gunnery
o Bombing

Final Thoughts
By involving key leaders at all levels during planning, senior leaders ensure
that their followers take stock in the vision.
While the Army relies on many leadership teams, it depends predominantly on
organizational leaders to endorse and support their long-term strategic vision.
This is accomplished when subordinate units ensure their vision is nested with
that of their higher headquarters.

The key element of extending influence and building teams is the creation of
a common vision among prospective team members.

Remember, those that are not with are against!