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INSPIRING & MOTIVATING, 1.05 (V) 01.03 - The Business for Visionary Leadership

1.05 (V) 01.03 - The Business for Visionary Leadership

You've seen the Jobs video, where he shares with his employees, an initial vision for where the company is today and where it's going. We'll come back to that interaction, that meeting with his employees. But first I want to share with you some cutting edge research, that we've been conducting over the last decade or so. On the business case for why visionary leadership, why having leaders who can create compelling visions that bring people together around a shared direction. Why this visionary leadership is so important. The data that you see here, is from one of the most comprehensive studies to date. We published this study back in 2011. We looked at over 900 studies, beginning in the 1940's and 1950's. Over 900 studies, that had examined the impact of leadership on team performance. We found that the leader of a team, accounts for 31% of whether that team performs well or not. Of the 31%, we looked at what are the most critical, most essential behaviors, that leaders are engaging in, that enable teams to perform well. And we found that the three behaviors you see here, were three of the most important. Note the first and most important, is to create and communicate a vision that provides that team a sense of shared direction and meaning. The behavior of creating and communicating a vision, accounted for over six percent. That one behavior, accounted for over six percent of the variation to whether teams perform well or not. Other behaviors that are important, structuring the team, roles, responsibilities, defining the intersections and points of interdependence. That's a behavior we will talk about, when we talk about how you design and manage teams. Another behavior is being able to show consideration for individual team members. That's a behavior that we will talk about, when we discuss how you can motivate individual team members, by understanding their needs and their values. But coming back to the ability to create and communicate a vision. Your ability to be able to define reality, and create and communicate a vision that gives shared direction to your team, is quite possibly the most important behavior you can engage in, if we look across all of the studies published in history on team leadership. Another study that we've looked at, the impact of visionary leadership, not only on teams, but also how firms perform. A good friend of mine, Dave Waldman out at Arizona State, has conducted studies in large organizations. Looking at the impact of visionary leaders, on firm performance in terms of profitability, growth. And what he's found, is that your ability as a leader to create and communicate a vision, is most important in times of uncertainty. When the market around you is extremely dynamic and changing very rapidly, very fast, what he's found is, that visionary leadership is most important in those times of change. Much like the organizations that you work in today, or that you will work in in the future. Here's a study by another set of colleagues of mine, Baum and Locke. Published back in 2004, where they looked at over 200 CEO entrepreneurs. And the impact of visions for growth on firm performance, in small startup high growth organizations. So the ultimate outcome they were interested in, was how fast do these firms grow? They controlled for how fast the firm was growing prior to the study, how old the firm was, how big it was, where it was in terms of region. These firms were all in North America, but they were in different regions. So they controlled for region. They controlled for things like access to financial capital from VCs, or other investors. And then they controlled for how passionate the CEO was about the firm, how engaged that CEO was. All within idea of trying to understand the impact of the vision articulated and communicated by that CEO entrepreneur, and the impact that it had on the firm. And here's what they found. The ability to communicate a clear vision, from the CEO to the organization, did a number of things in that organization. Most importantly, was it enabled stretch goals to be created and cascaded down through the organization. The vision was the definition of where are we today and where are we going. And then that enabled managers in the organization to create very specific, but stretch goals, for their employees and their teams within the organization. Those stretch goals, actually increased the confidence level of the employees within the organization. That confidence was a big predictor of how fast the firms ultimately were able to grow. The numbers you see here on the screen on the slide, those are the effect sizes of each component of the model on the next. So the ability to communicate a vision had a significant positive impact, on the presence of stretch goals in the organization. Which then had a significant positive impact, on how confident the employees were, which then ultimately had a significant and positive impact on the rate of growth for each of these firms. But the real question here, and this is the question that I have been exploring now for the last several years, is what are those successful CEOs, those successful entrepreneurs doing when they communicate a vision that ultimately spawns confidence and motivation among the employee. These CEOs, the entrepreneurs that are successful, what do their visions look like? The CEOs that are less successful, what do their visions look like, and what can we learn by comparing those? And that's the model that I'm gonna share with you in this course. It's beginning to unpack, what is an effective vision. What are the components? And I'm gonna give you a framework for understanding. What is the content of an effective vision? Ultimately, what is the vision? And then second, is how do you communicate it? So first, what is the vision, the content of that vision? And then second, how do you communicate that vision, in a way that compels people to want to be part of your team and your organization.

1.05 (V) 01.03 - The Business for Visionary Leadership 1.05 (V) 01.03 - 有远见的领导力

You've seen the Jobs video, where he shares with his employees, an initial vision for where the company is today and where it's going. あなたは従業員と共有しているJobsのビデオを見てきました。今日の会社の現在の位置と、どこに行くのかについての最初のビジョンです。 We'll come back to that interaction, that meeting with his employees. 私たちはその交流に戻り、その従業員と会います。 But first I want to share with you some cutting edge research, that we've been conducting over the last decade or so. しかし、最初に、ここ10年ほど前に行ってきた最先端の研究を皆さんと共有したいと思います。 On the business case for why visionary leadership, why having leaders who can create compelling visions that bring people together around a shared direction. なぜビジョンのあるリーダーシップのビジネスケースについて、人々が共通の方向性を持ち合わせるような魅力的なビジョンを創り出すことができるのか。 Why this visionary leadership is so important. なぜこの先見性のあるリーダーシップが重要か。 为什么这种有远见的领导力如此重要。 The data that you see here, is from one of the most comprehensive studies to date. ここに表示されているデータは、現在までの最も包括的な研究の1つです。 您在这里看到的数据来自迄今为止最全面的研究之一。 We published this study back in 2011. 私たちはこの研究を2011年に発表しました。 We looked at over 900 studies, beginning in the 1940's and 1950's. 私たちは、1940年代から1950年代にかけて、900を超える研究を検討しました。 Over 900 studies, that had examined the impact of leadership on team performance. 900以上の研究で、リーダーシップがチームの成果に及ぼす影響を検証しました。 We found that the leader of a team, accounts for 31% of whether that team performs well or not. 私たちは、チームのリーダーが、そのチームがうまくいっているかどうかの31%を占めることを発見しました。 Of the 31%, we looked at what are the most critical, most essential behaviors, that leaders are engaging in, that enable teams to perform well. 31%のうち、私たちは、リーダーが取り組んでいる最も重要で不可欠な行動であることを見て、チームの成果を上げました。 And we found that the three behaviors you see here, were three of the most important. そして、あなたがここで見る3つの行動は、最も重要な3つの行動であることがわかりました。 Note the first and most important, is to create and communicate a vision that provides that team a sense of shared direction and meaning. まず第一に、重要なのは、そのチームに共通の方向性と意味を提供するビジョンを作成し、伝達することです。 The behavior of creating and communicating a vision, accounted for over six percent. ビジョンの作成と伝達の行動は、6%を超えています。 That one behavior, accounted for over six percent of the variation to whether teams perform well or not. その1つの行動は、チームがうまくいくかどうかのバリエーションの6%以上を占めていました。 Other behaviors that are important, structuring the team, roles, responsibilities, defining the intersections and points of interdependence. 重要な他の行動は、チーム、役割、責任、交差点と相互依存のポイントを定義することです。 That's a behavior we will talk about, when we talk about how you design and manage teams. チームをどのように設計し、管理するかについて、私たちが話すとき、これは私たちが話す行動です。 Another behavior is being able to show consideration for individual team members. もう一つの行動は、個々のチームメンバーの対価を示すことができるということです。 That's a behavior that we will talk about, when we discuss how you can motivate individual team members, by understanding their needs and their values. これは、個々のチームメンバーのニーズや価値を理解することによって、どのように動機づけることができるかについて話し合うときに話し合うべき行動です。 But coming back to the ability to create and communicate a vision. しかし、ビジョンを創造し、伝える能力に戻ります。 Your ability to be able to define reality, and create and communicate a vision that gives shared direction to your team, is quite possibly the most important behavior you can engage in, if we look across all of the studies published in history on team leadership. 現実を定義し、チームに共通の方向性をもたらすビジョンを作成し、伝えることができる能力は、チームリーダーシップについて歴史上公開されているすべての調査を見ると、おそらく最も重要な行動です。 Another study that we've looked at, the impact of visionary leadership, not only on teams, but also how firms perform. 私たちが見てきたもう一つの研究は、チームだけでなく企業の業績への先見性のあるリーダーシップの影響です。 A good friend of mine, Dave Waldman out at Arizona State, has conducted studies in large organizations. Arizona StateのDave Waldmanは、大企業での研究を行っています。 Looking at the impact of visionary leaders, on firm performance in terms of profitability, growth. 先見的な指導者の影響を見て、収益性、成長という観点から見た企業パフォーマンス。 And what he's found, is that your ability as a leader to create and communicate a vision, is most important in times of uncertainty. そして彼が見いだしたことは、ビジョンを創造し、伝えるリーダーとしてのあなたの能力は、不確実な時代に最も重要であるということです。 When the market around you is extremely dynamic and changing very rapidly, very fast, what he's found is, that visionary leadership is most important in those times of change. あなたの周りの市場が非常にダイナミックで、非常に速く、非常に速く変化するとき、彼が見つけたのは、その時代のリーダーシップが変化の時代において最も重要であるということです。 Much like the organizations that you work in today, or that you will work in in the future. あなたが今日働いている組織や、将来あなたが働く組織によく似ています。 Here's a study by another set of colleagues of mine, Baum and Locke. ここに私の別のバウムとロックの同僚の研究があります。 Published back in 2004, where they looked at over 200 CEO entrepreneurs. 2004年に出版され、200人以上のCEO起業家を対象としています。 And the impact of visions for growth on firm performance, in small startup high growth organizations. 小規模な高成長企業では、成長に対するビジョンが企業業績に与える影響。 So the ultimate outcome they were interested in, was how fast do these firms grow? 彼らが興味を持った究極の成果は、これらの企業がどれくらい早く成長するかでしたか? They controlled for how fast the firm was growing prior to the study, how old the firm was, how big it was, where it was in terms of region. 彼らは、研究の前に会社がどれほど速く成長していたか、会社の年齢、地域の大きさ、地域のどこであったかを管理していました。 These firms were all in North America, but they were in different regions. これらの企業はすべて北米にありましたが、それぞれ異なる地域に所在していました。 So they controlled for region. 彼らは地域のためにコントロールしました。 They controlled for things like access to financial capital from VCs, or other investors. 彼らは、VCや他の投資家からの金融資本へのアクセスなどをコントロールしていました。 And then they controlled for how passionate the CEO was about the firm, how engaged that CEO was. そして、彼らはCEOが会社についてどのように情熱的で、どのようにCEOが従事していたかを制御しました。 All within idea of trying to understand the impact of the vision articulated and communicated by that CEO entrepreneur, and the impact that it had on the firm. CEOの起業家が明確に伝え、伝えたビジョンの影響と、それが企業に及ぼした影響を理解しようとする考えの中で。 And here's what they found. そして、彼らが見つけたものがここにあります。 The ability to communicate a clear vision, from the CEO to the organization, did a number of things in that organization. CEOから組織に明確なビジョンを伝える能力は、その組織内でいくつかのことを行いました。 Most importantly, was it enabled stretch goals to be created and cascaded down through the organization. 最も重要なのは、ストレッチ目標を作成し、組織全体にカスケードすることができたかどうかです。 The vision was the definition of where are we today and where are we going. ビジョンは、今日どこにいるのか、どこに行くのかという定義でした。 And then that enabled managers in the organization to create very specific, but stretch goals, for their employees and their teams within the organization. そしてそれは、組織内のマネージャーが、組織内の従業員とそのチームのために非常に具体的ではあるが、ストレッチの目標を作成することを可能にしました。 Those stretch goals, actually increased the confidence level of the employees within the organization. これらのストレッチ目標は、実際に組織内の従業員の信頼水準を高めました。 That confidence was a big predictor of how fast the firms ultimately were able to grow. その確信は、企業がどれほど早く成長できるかを予測する重要な指標でした。 The numbers you see here on the screen on the slide, those are the effect sizes of each component of the model on the next. スライド上の画面に表示される数値は、次にモデルの各コンポーネントのエフェクトサイズです。 So the ability to communicate a vision had a significant positive impact, on the presence of stretch goals in the organization. したがって、ビジョンを伝える能力は、組織内の目標が伸びていれば、大きなプラスの効果をもたらしました。 Which then had a significant positive impact, on how confident the employees were, which then ultimately had a significant and positive impact on the rate of growth for each of these firms. 従業員の自信に大きなプラスのインパクトをもたらし、最終的にこれらの企業のそれぞれの成長率に重要かつ肯定的な影響を与えました。 But the real question here, and this is the question that I have been exploring now for the last several years, is what are those successful CEOs, those successful entrepreneurs doing when they communicate a vision that ultimately spawns confidence and motivation among the employee. しかし、ここの本当の疑問は、これは私が過去数年間探求してきた問題です。成功したCEOは何ですか?成功した起業家は、最終的に従業員の自信とモチベーションを生み出すビジョンを伝えています。 These CEOs, the entrepreneurs that are successful, what do their visions look like? これらのCEO、成功した起業家、ビジョンはどのように見えますか? The CEOs that are less successful, what do their visions look like, and what can we learn by comparing those? CEOの成功率は低いが、ビジョンはどのように見えるのか、それを比較することで何がわかるだろうか? And that's the model that I'm gonna share with you in this course. それは私がこのコースであなたと共有しようとしているモデルです。 It's beginning to unpack, what is an effective vision. 効果的なビジョンとは何かを解明し始めています。 What are the components? コンポーネントは何ですか? And I'm gonna give you a framework for understanding. そして私はあなたに理解の枠組みを与えるつもりです。 What is the content of an effective vision? 効果的なビジョンの内容は何ですか? Ultimately, what is the vision? 結局のところ、ビジョンは何ですか? And then second, is how do you communicate it? そして、次に、それをどう伝えますか? So first, what is the vision, the content of that vision? だから最初に、ビジョンは何ですか、そのビジョンの内容ですか? And then second, how do you communicate that vision, in a way that compels people to want to be part of your team and your organization. 次に、人々にあなたのチームとあなたの組織の一員になりたがっているように、そのビジョンをどのように伝えますか?