Doug, before we leave Apollo (different mission)I think it is important to remember JFK’s speech. In it he said "First, I believe that this nation should commit itself to achieving the goal, before this decade is out, of landing a man on the moon and returning him safely to the earth."
In my opinion that is one of the best vision statements ever. It is clear and sets a deadline. In corporate parlance, it is a BHAG. A big, hairy, audacious goal.
He goes on to say “and none will be so difficult or expensive to accomplish.” He says it will be hard and gives permission to throw everything at it. Fantastic! Inspired leadership. Aaahhh. The good old days. BTW, thank you for your posts. Be well. R
Doug, a key factor the Apollo team also had was a very clear sense of urgency which was reinforced by the also shared outcome of failure. Nothing focuses the mind more than the prospect of your own hanging the next morning.
Do the values and vision help an organization proceed forward until new, confirmed and accepted vital information replaces the old? Often organizations have to make decisions (or don’t make them) because information is not known, incomplete, etc. Things still happen. Is it that inertia is vision and values? The culture of the organization is still in force and depending on both the culture and the circumstances it will save the organization or drive it into a worse position.
Surely, the fine and brave people of the Ukraine are not awaiting vital information.
Robert, I'm glad you asked. What I mean by vital information is what people know, or think they know about the organization and what is important etc. So, for the people of Ukraine, the vital information is that they are going to fight and that the West will supply them with the means to do so. I talk about this in https://leadingmanagers.substack.com/p/context-cometh-the-time-cometh-the where Churchill convinces people Britain will not surrender. As I say, I'm glad you raised this. It hadn't occurred to me that "vital information" implied information more generally. I'll have to fix the post to make it clear that I mean information about the organization that bears on the vision and values. As to the Apollo guys, I agree about the salutary effects of urgency and maybe I'd better tie that up a bit better too. They have succinct vision - live astronauts, values - preservation of life, loyalty, etc (I'm working on a values post today so maybe I'll pick this up there) and vital information - we expect you to figure this out and save lives, this is what you have, what you have to do, how much time you have to do it. The thing that makes it a good example is it's dramatic and contained. And of course familiar to a lot of people. Good comments. Thanks for taking the time.
Doug, before we leave Apollo (different mission)I think it is important to remember JFK’s speech. In it he said "First, I believe that this nation should commit itself to achieving the goal, before this decade is out, of landing a man on the moon and returning him safely to the earth."
In my opinion that is one of the best vision statements ever. It is clear and sets a deadline. In corporate parlance, it is a BHAG. A big, hairy, audacious goal.
He goes on to say “and none will be so difficult or expensive to accomplish.” He says it will be hard and gives permission to throw everything at it. Fantastic! Inspired leadership. Aaahhh. The good old days. BTW, thank you for your posts. Be well. R
Doug, a key factor the Apollo team also had was a very clear sense of urgency which was reinforced by the also shared outcome of failure. Nothing focuses the mind more than the prospect of your own hanging the next morning.
Do the values and vision help an organization proceed forward until new, confirmed and accepted vital information replaces the old? Often organizations have to make decisions (or don’t make them) because information is not known, incomplete, etc. Things still happen. Is it that inertia is vision and values? The culture of the organization is still in force and depending on both the culture and the circumstances it will save the organization or drive it into a worse position.
Surely, the fine and brave people of the Ukraine are not awaiting vital information.
Robert, I'm glad you asked. What I mean by vital information is what people know, or think they know about the organization and what is important etc. So, for the people of Ukraine, the vital information is that they are going to fight and that the West will supply them with the means to do so. I talk about this in https://leadingmanagers.substack.com/p/context-cometh-the-time-cometh-the where Churchill convinces people Britain will not surrender. As I say, I'm glad you raised this. It hadn't occurred to me that "vital information" implied information more generally. I'll have to fix the post to make it clear that I mean information about the organization that bears on the vision and values. As to the Apollo guys, I agree about the salutary effects of urgency and maybe I'd better tie that up a bit better too. They have succinct vision - live astronauts, values - preservation of life, loyalty, etc (I'm working on a values post today so maybe I'll pick this up there) and vital information - we expect you to figure this out and save lives, this is what you have, what you have to do, how much time you have to do it. The thing that makes it a good example is it's dramatic and contained. And of course familiar to a lot of people. Good comments. Thanks for taking the time.