leadership vision vision a.pdf · using this tool will help eliminate the two main reasons that...

© 2000-2003, 2006-2008, 2012-2016. Mary Beth O’Neill and Roger Taylor. ® Backbone and Heart is a registered trademark of Mary Beth O’Neill. The Leadership Alignment Cycle is © 2004-2015, Roger Taylor. All rights reserved. May not make copies without expressed written permission. www.mboExecutiveCoaching.com.

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LEADERSHIP VISION

Mary Beth O’Neill and Roger Taylor

LEADERSHIP ALIGNMENT CYCLE

http://www.mboexecutivecoaching.com/

© 2000-2003, 2006-2008, 2012-2016. Mary Beth O’Neill and Roger Taylor. All rights reserved. May not make copies without expressed written permission. www.mboExecutiveCoaching.com.

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ORIENTATION

Introduction 3

Leadership Vision Template 10

Example: Leadership Vision 12

THE LEADERSHIP VISION PRACTICE

Practice Overview 13

Practice Steps 14

Backbone and Heart Challenges in the Leadership Vision

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Leadership Vision Self Assessment 19

Results of Self Assessment 20

Interactions Checklist 21

INTERACTION CHECKLIST FORMS Example: Leader and Team Interaction Checklists 22 Blank Leader and Team Interaction Checklists 24 Products and Services

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BIOS 27

TABLE OF CONTENTS



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Welcome to the Leadership Vision tool for leaders. Using this process, you can create a

very short and crisp document, 1-2 pages, with bullet points, that integrates these

essential components, so you have them in one place:

1. A compelling business imperative, 2. Business goals and metrics, 3. How you and your team will relate to each other to achieve those goals and

accomplish the business imperative, and 4. Your team cultural pattern that needs to shift to create a more engaged and

mobilized team.

When you consolidate all those elements into your Leadership Vision, you speak to why

you are focusing your organization on these items, what you and your team need to

accomplish, and how you need to engage with each other (and those outside your team) to

get there. The why, what, and how are deeply interrelated.

We each have worked over 30 years as executive coaches and leadership consultants to

executives in Fortune 500 companies in a variety of industries. We help leaders both to

mobilize their teams and to get results. Many leaders have not figured out how to

integrate this double mandate. This Leadership Vision practice is one of a suite of tools

called The Leadership Alignment Cycle that supports leaders to do just that. We call that

suite the Leadership Alignment Cycle and we have helped leaders use these tools to great

effect.

Over several decades, we encouraged and witnessed the interaction patterns that create

success. We have discovered -- with our clients -- the reliable and repeatable interactions

between a leader and team that boost productivity, engagement, commitment, and results.

By working the elements of the Leadership Alignment Cycle, you take advantage of huge

opportunities for everyone’s success and satisfaction that most leaders miss.

INTRODUCTION



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The quality of a leadership team's alignment is the most influential factor in determining

their organizational results. As a leader, you and your organization are best served by

ensuring that your leadership team is completely committed to deliver results, address

opportunities and problems that interfere with progress, and create a culture where

alignment is valued.

Using this tool will help eliminate the two main reasons that teams don’t execute on

decisions and plans: confusion about goals and expectations, and unresolved reservations

to commitment. The leap from decision to implementation, without taking the time to

address these problems often guarantees that the implementation will falter or fail.

ALIGNMENT - THE KEY TO SUCCESS AND SATISFACTION

The Leadership Alignment Cycle is a sequence of ground-breaking leadership practices that can: • Accelerate breakthrough results • Reduce confusion, conflict, and wasted effort • Increase value and satisfaction of meetings and interaction • Provide a framework for leadership development • Transform the culture of the organization

The Leadership Alignment Cycle activities rely on the following principles: 1. Leadership activity must be oriented toward tangible results. 2. Leaders must lead, and teams must influence within parameters of desired outcomes 3. Success depends on getting everyone working together in the same direction 4. Leading with maturity promotes both results and satisfaction

The Leadership Alignment Cycle is a set of groundbreaking interaction practices that

guide leaders to address alignment as they –

Create a leadership vision

Address team reservations and commitment

Coordinate departments

Cascade alignment throughout the organization

Develop talent and performance



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5. Interpersonal skill and emotional intelligence are prerequisites 6. Personal development never ends for leaders 7. Authority is a resource, neither a weapon to be wielded nor a danger to be avoided. 8. Leadership practices cannot occur by email; they require live interaction.

At each step along the way, alignment means getting the horses pulling in the same

direction, and this often means addressing both conflict (managing different perspectives)

and authority (managing who decides), as you work to achieve results.

Conflict and authority are often thorny topics that people (and leaders!) avoid, precisely

because they don’t have a reliable way to navigate the dangers. After enough painful

failures, leaders often avoid the risks altogether. They know this evasion costs them

progress, but the threat of getting into trouble with others can be too much to face.

These leadership practices will help you guide your team through these hazards, building

resilience along the way. As we mentioned earlier, what is most often missing when

leaders fail is the thoughtful use of interaction practices as leaders accomplish these

important tasks with their teams.

Great leaders have a clear perspective on the need for effective interaction to achieve

results in their organization, as well as what constitutes both effective and ineffective

interaction. Their images of great and poor interaction drive what they pay attention to

with their team and how they intervene as leaders.

High quality alignment requires direct and open interaction among your team – as a

group. As a leader, you need people at all levels in your organization engaged and

committed to this important priority.

For example, many leaders and teams have inadvertently missed how they could enhance

the way they talk with each other about creating a vision. This tool is a way to set up a

vision process that will create effective conversations to produce a vision that is



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responsive to the needs of others, sponsored from the larger organization, and contains

your unique perspective of what is needed.

LEADERSHIP MATURITY In order for any leader-team interactions to be successful, they require you to bring

authenticity and rigor to your leadership. From our experience, leaders face four

consistent choice points which, if they exercise maturity, they can deliver outstanding

results. You will find that the Leadership Alignment Cycle tools stretch you to develop

your Leadership Maturity, which deals directly with the following four choice points.

Leadership maturity drives alignment, and alignment drives outstanding results. This

requires transforming how you show up to lead. The secret to leadership maturity is

how well you embody and balance “backbone and heart”® as you face the four choice

points with your team. As a leader, you are challenged to: 1) choose your stance, AND 2)

value other's interests as much as your own, and then 3) use your authority to decide or

delegate appropriately, and ensure that other's resolve their reservations to commitment.

What is most often missing when leaders fail is the thoughtful use of this kind of direct

interaction as a practice. Only through these mature interactions can you address

important issues of conflict and authority, and create committed, well-coordinated

leadership teams that cascade that alignment throughout the rest of your organization.

The Leadership Maturity choice points are --

Face vs. avoid leadership challenges

Use vs. abuse or refuse authority as a resource

Integrate vs. separate leadership maturity, team functioning, and results

Shift vs. tolerate unproductive interaction patterns*


© 2000-2003, 2006-2008, 2012-2016. Mary Beth O’Neill and Roger Taylor. ® Backbone and Heart is a registered trademark of Mary Beth O’Neill. All rights reserved. May not make copies without expressed written permission. www.mboExecutiveCoaching.com.

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TO EXERCISE LEADERSHIP MATURITY - LEAD WITH BACKBONE AND HEART® AND SHIFT LEADER-TEAM PATTERNS If you want people to do things they haven’t done before, or function in ways that are

new to them, then you need to demonstrate two complementary ways of being with them:

1) clear resolve about your expectations, and 2) support to navigate the natural disruption

that the change is creating for them. You have to lead with backbone and heart.

* NOTE: The 4th choice point – shift vs. tolerate unproductive patterns – is actually an

important integrator of the first three choice points of leadership maturity, as well as an

especially powerful determinant of team development and business results. Leaders who

tolerate unproductive patterns are by definition not leading with backbone and heart -

avoiding leadership challenges, abusing or refusing authority as a resource, and separating

leadership maturity, team functioning, and results. We have found over and over, that when

leaders shift unproductive leader-team patterns by facing leadership challenges, using

authority as a resource, and integrating a triple mandate -- leadership maturity, team

functioning, and results -- results and team satisfaction skyrocket.

Backbone is having the nerve to --

Choose your course, especially in controversial situations

Take a clear, non-anxious position with others about your goals and expectations,

Either hold your position even when people are anxious about your decision, or choose to be influenced by other's positions because you think it serves the outcomes best.

Heart is having the nerve to --

Be interested in others’ positions,

Encourage others’ interests and participation, and

Invite their participation both when they agree and when they disagree with you.

Empathize with their frustration and disappointment when you decide against their interests



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The problem comes if you sacrifice either backbone or heart to manage your anxiety in

challenging leadership situations. That sacrifice is an instinctual, though ineffective,

response to anxiety - one that you can override with emotional resilience, intention, and

mature interaction.

Rather than forfeit your backbone in order to preserve relationships, abandon your heart

in order to preserve your stands and positions, or relinquish both in order to preserve the

status quo even though the consequence is no progress, you can hold on to both,

withstand the anxiety of the unknown, and discover the power and calm that comes from

demonstrating a strong balance of backbone and heart.

If you can be insistent without being domineering or cold, and if you can be supportive

without taking away your team’s challenges or opportunities, you are leading with

backbone and heart and demonstrating your leadership maturity. In this tool, there is a

table of backbone and heart challenges that are specific to creating a Leadership Vision,

with suggestions on how to address them.

Shifting Patterns

One of the ways to bring backbone and heart to your leadership is to make sure that you

shift patterns of interaction that interfere with success. Patterns are habits, and as such are

both familiar and unconscious. Leaders need the stamina and curiosity to identify

unproductive patterns, create more productive habits, and manage the natural disturbance

that change provokes. Pattern shifts require you to increase your backbone and/or heart.

We have never seen it otherwise. That is why knowing how to shift patterns you

participate in is a subset of increasing your backbone and heart.

Since patterns are so often invisible to the people in them and need a special awareness to

see them, we have a separate tool that shows you how to shift patterns between you and

your team. You can find it in the Leadership Maturity section of the store at

www.mboExecutiveCoaching.com.



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THE COST OF A NON-INTEGRATED LEADERSHIP VISION

Here are the costs of managing without an integrated and compelling vision:

THE ROI OF AN INTEGRATED LEADERSHIP VISION

Once you have done the integration that occurs in this vision, you have a road map that

can position you well for the rest of the Leadership Alignment Cycle. Creating the right

kind of Leadership Vision can marshal significant outcomes:

The ROI

1) Increased market share

2) Decreased costs

3) Increased productivity

4) Achieved business targets

5) Sustained team cohesion and bottom line results with subsequent challenges

On the following three pages is the Leadership Vision template, and then an example of a

Leadership Vision. This gives you a prototype of what it will look like when you gather

all the integrated sections of your Leadership Vision into one place.

The Cost

1) Limited growth as a leader

2) Your team is held back from their full potential

3) Lower morale, productivity, and organizational functioning

4) The team pursues their own goals (at worst) or their individual interpretation of your goals (at best) 5) Missed business targets



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Business Imperative

Team Culture Shift

Business Results

Team Interactions Leader Interactions

LEADERSHIP VISION TEMPLATE



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Business Imperative

Team Culture Shift

Team Interactions

Business Results

Leader Interactions

Increase market share in the division through innovation in one year.

FROM TO My department is my top priority. The whole organization is my top

priority. Either innovate or make revenue

goals. Innovate and make revenue goals.

EXAMPLE: LEADERSHIP VISION



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Team Interactions Leader Interactions

* MONEY: Stay within current budget * TIME: 12 months * QUANTITY: 37% market share * QUALITY: Maintain current quality standard while increasing market share

Promote innovation. Expect team to give input and feedback to each other outside their disciplines. “That’s not my area” does not exist; all perspectives are needed. Pay attention to decision making. Tell team what decision style I’m using prior to a decision. Have them summarize the decision once it’s made. Ensure initiative. When they bring problems to me, engage in problem solving with the team only after they identify solutions themselves. Lead change management. Ensure the team is clear about the change by having them summarize what it is. Show them I understand their concerns. Ensure each person commits to the expectations.

Cross-functional collaboration Give input and feedback outside your disciplines. Manage conflict collaboratively. Raise differences and resolve issues 1-1 and within the team, wherever the difference started. When at an impasse, come to me together to break the impasse. Both people share both points of view with me. Take more initiative. Bring a solution every time you present a problem. Coordinate cross-functional efforts. Create action plan with peers and their teams before implementation. Identify a collaborative monitoring plan and quick-response teams for any operational weaknesses.

Business Results



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Step 1

CLARIFY THE

CONTEXT

Step 2

CREATE THE

DRAFT

Step 3

GET FEEDBACK

Step 4

FINALIZE THE

VISION

PRACTICE OVERVIEW: LEADERSHIP VISION



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STEP 1: CLARIFY THE ORGANIZATIONAL CONTEXT

a) Talk to your boss to get clear on 2 things: 1) what you must include in your vision from the wider organization, and 2) what you have the authority to create.

b) Get input from peers that you are interdependent with for services, input,

or collaboration.

c) Get input from anyone who could widen your perspective: customers, vendors, market trends, etc.

STEP 2: CREATE A DRAFT

a) Fill out the Leadership Vision template on p. 10: the business imperative, team culture shift, making the business results, your leader interactions, and your team’s interactions specific, measurable, and related to one another.

b) Make sure that your leader interactions and your team’s interactions will directly impact the business results, achieve the business imperative, and create the team culture shift you want to make.

PRACTICE STEPS LEADERSHIP VISION

Notes: 1. Although you need to stand behind the Leadership Vision you create, you don’t need to go-it-alone when it comes to identifying some of its core ideas. 2. You may not have complete control of every aspect of your Leadership Vision. You may have to commit to and incorporate a vision that comes from higher up in the organization.

You know you’re done with Step 1 when… You are well-oriented to the needs of others outside your part of the organization, and are well-informed about what your manager needs from you that will be included in your vision.



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STEP 3: GET YOUR TEAM’S FEEDBACK ON YOUR DRAFT

a) Set aside a time to have a live conversation with your team.

b) Share your draft Leadership Vision and get input.

c) Let the team know when you will decide on the final version.

Notes: 1. When you fill out your Leadership Vision, you can start anywhere that your interest

and energy take you. By the end, make sure that all five areas -- the Business Imperative, the Team Culture Shift, the Business Results, your Leader Interactions,

and the Team Interactions are specific, support each other, and that you believe will achieve the outcomes for your organization. You may need to influence your boss to your point of view.

2. If you don’t see a correlation yet between how your leader-team interactions will

directly create your business target, you are not done yet. 3. The reason you identify very specific leader and team interactions is so you can make

your plan observable. That way you -- and your team -- can tell whether or not these interactions are happening. You are more likely to get the results you need if you focus on the observable behaviors that will make the biggest difference in outcomes, rather than focusing just on general ideas about them.

4. It’s good to be fully aware of how much your Leadership Vision will challenge your

organization -- how much challenge your team needs from you to accomplish the outcomes you are targeting, and how much challenge they can handle. The sweet spot is often more than they think they can handle, and less than will overwhelm them.

You know you are done with Step 2 when… You have integrated all five areas of the vision; you can describe how each creates the effects you need in all the other areas.

Notes: 1. There is a difference between getting input and defending your draft. This is the time

to be curious. You are still in the shaping process. The best use of everyone’s time is to listen hard for what your team is telling you, rather than defend your draft.

2. People can sometimes confuse input with decision-making authority -- because you

asked them for their input, they may think you are going to do what they said. It is critically important that you both welcome their input and be clear about how influenced you are on what goes into the Leadership Vision.



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STEP 4: FINALIZE YOUR LEADERSHIP VISION

a) Get aligned with your boss so your vision will be well sponsored.

b) Double check that all your leader interactions and team interactions will give you the greatest leverage to create the team cultural shift you need to produce the business results and achieve the business imperative.

c) Write your vision in language that will be compelling to your team.

NOTE: You will find separate documents titled, “LEADERSHIP VISION: Instructions for

Each Section,” and “LEADERSHIP VISION: Worksheet,” you can use to clarify

your thinking as you create your Leadership Vision.

You know you are done with Step 3 when… You are fully informed about what your team wants to influence you about your vision, and you have shown them what you understand that input to be.

Notes: 1. In terms of knowing when you have a finished product, it can be useful to have a neutral

third party help you be specific and measurable. This can be an internal or external resource -- a peer, an HR partner, or an executive coach. It needs to be someone who knows the difference between a general aspirational concept and specific observable metrics and behaviors.

2. For a process to gain team commitment to your vision, you may be interested in the

Leadership Team Alignment Discussion tool on the store page at www.mboExecutiveCoaching.com.

You know you are done with Step 4 when… You have a final vision that 1) aligns with what your manager needs from you, 2) contains the elements you believe will drive your team’s success, and 3) will be compelling to you and your team.




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The Steps What Takes Backbone What Takes Heart

Step 1:

Clarify the Organizational

Context

• Clarify which parts of your Leadership Vision you inherit and which you create.

• Ensure others understand your goals and

give you authentic reactions and input from outside your department.

• Understand rather than swallow or defend against others’ ideas.

• Explore and empathize with

others’ interests that are interdependent with what you are doing.

• Adapt to your boss’ expectations.

Step 2:

Create a Draft

• Hold your own in the face of both what you inherit from your boss and the influences from others.

• Commit to new leader and team

interactions that truly lead to a change of culture and will achieve results, even if it challenges or upsets the team.

• Be specific; do not settle for general

categories.

• Consider the team’s capacity for change and challenge, so as not to either paralyze or coddle them.

• Include what your team needs

from you to do their best work.

Step 3:

Get Your Team’s Feedback on Your

Draft

• Tell the team which areas are negotiable and which are not, including which decisions you have inherited.

• Make sure the team contributes where

they have influence.

• Do not convince them on the merits of your draft; continue to paraphrase and summarize your team’s input.

• Listen for what they want from

you, which may add to the final draft of your leader interaction list.

Step 4:

Finalize Your Leadership Vision

• Stand behind the vision you have created: believe in your own perspective on what’s needed, what’s possible, and what it’ll take to pull it off.

• Describe your Leadership Vision in a

way that conveys what is the bracing challenge for you and your team.

• Show your boss how your Leadership Vision dovetails with what your boss needs from you.

• Clarify for yourself how your team

has influenced your final version.

BACKBONE AND HEART CHALLENGES in the LEADERSHIP VISION

The overall challenge in this practice of creating a Leadership Vision is balancing what you want as a vision in your organization with what the others around you want -- your boss, your peers, and your direct reports. Your role is to get aligned to others when you need to, invite input from those who will be impacted by your vision, and bring forth what you believe to be the best way forward. Here are the backbone and heart challenges to do that.



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By now, you are getting the picture that leadership nerve, and the skills of Leading with

Backbone and Heart are at the center of the activities that make up the Leadership

Alignment Cycle, including creating a Leadership Vision. Having a good idea, or even a

good plan, are often not enough to get everyone pulling toward the same vision and

outcomes. It takes both resolve and engagement to bring ideas and plans

to life, and the practice of developing a Leadership Vision to leading your team so they

can lead their teams is an important component in getting the whole organization aligned.

Thinking Ahead

Too many Leadership Visions have died a dishonorable death embedded in an email

that was buried under a pile of messages in your team’s email inboxes. Your work in

creating this Leadership Vision will be for naught if you press, “Send” immediately

after finalizing your draft. Indirect communication is not the right venue to share your

Leadership Vision with your team.

Food for Thought (for leading with backbone): We hear many leaders say, “I really shouldn’t have to spell out expectations this specifically; I’ve got a team who should already know what they need to be doing. They’re leaders, after all.” In our experience, this often is a sign of one last struggle a leader has before they face the fact that they need to be explicit about their expectations, as well as stand behind them.

Food for Thought (for leading with heart): Now that you have your final draft, it is important to be clear how others--especially your team members -- influenced you in shaping this final version. This is an exercise of heart, realizing the extent that others influenced you, and preparing to let them know it. It is one of the most effective bonding actions that a leader can take with a team, to let them know how they affected your thinking, perspective, and decisions.

FYI: While gaining commitment to your Leadership Vision from your team is beyond the scope of this tool, if you need a format for having a live conversation with your team about your Leadership Vision, go to the Leadership Team Alignment practice in the Leadership Alignment Cycle on the store page at www.mboExecutiveCoaching.com.



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How would you rate your current leadership vision? To be a “6” you would know with certainty that you are clear about it, committed to it, and energized by it.

1) ORGANIZATIONAL CONTEXT

6 = You are clear about what part of your Leadership Vision you inherit, and what part you are free to create.

1 2 3 4 5 6

2) COMPREHENSIVE DRAFT

6 = You cover all 5 critical areas: the business imperative, a crucial team cultural shift, business results, & leader and team interactions.

1 2 3 4 5 6

3) SPECIFIC DRAFT

6 = You make business results and leader and team interactions specific, observable, and measurable.

1 2 3 4 5 6

4) INPUT 6 = You get input from your boss, peers, and team before finalizing your vision

1 2 3 4 5 6

5) BOLD AND ALIGNED

6 = Your final Leadership Vision is bold – a challenge you think is important – while being aligned with your organization’s vision.

1 2 3 4 5 6

LEADERSHIP VISION SELF-ASSESSMENT


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If you answered --

Mostly 1s and 2s on all questions: Kudos to you for your honesty. Now it’s time to clarify and deepen your Leadership Vision. People will not follow a leader who has no vision. Use this tool as soon as possible to create a compelling Leadership Vision. It will make a huge difference in results and satisfaction.

Mostly 3s and 4s on all questions: Okay, so you’re not consistently stellar in this area. You may have some parts of this practice in place and not others. That’s good to know. Become a keen observer of yourself -- what you do and do not have in terms of the kind of vision that mobilizes you and has the potential to mobilize your team. Mostly 5s and 6s on all questions: Congratulations -- you are, for the most part, able to clearly define a vision for yourself and your team. You may want to spend a little extra time ensuring you have all the bases covered, as well as acknowledge and formalize the areas where you with your team do well in identifying robust Leadership Visions. Now that you have assessed where you are, you can either enjoy that you already have a

Leadership Vision in place, or fill in what you are missing.

This is a vision that includes leadership as an essential ingredient because you will be

required to lead your team through some change to achieve the vision. It requires a

leadership that is both resolved to see it through (backbone) and connected enough to

your team to get their input and involvement (heart).

RESULTS OF SELF-ASSESSMENT



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You will shift your team culture more quickly when you keep the leader and team interaction lists front and center during those times when it is crucial that your team commits, coordinates, cascades, and implements effectively together. You will shift the team culture more deeply if you insist that you and they use the behaviors and then acknowledge team members when they do. These checklists can be created directly from the leader and team interaction lists from the Leadership Vision. The checklists have many uses:

• Poll the team periodically to see how they rate themselves and you on these critical interactions.

• Incorporate them into performance goals, so that team members are all pulling in

the same direction on key behaviors that will make the team cohesive and successful.

• Team members can use them as periodic self-assessments, comparing their scores

with how you and/or their peers rate them.

• Have a stack of each checklist and put them in your main meeting rooms so you and the team can fill them out during the last 5 minutes of team meetings.

• Create and hang posters of them on the main team meeting room wall.

Following are examples of leader and team interaction checklists, and then blank samples for you to fill out for you and your team.

INTERACTION CHECKLISTS



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Key: List the times each behavior is done with both backbone Date / Venue: __________________________________________ (clarity and resolve) and heart (empathy and connection).

Leader Interactions

Not at

all

Sometimes

Majority

of the time

All the time

Comments

Promote innovation-- Expect team to give input and feedback outside their disciplines to each other. “That’s not my area” does not exist; all perspectives are needed.

Pay attention to decision making-- Tell team what decision style I’m using prior to a decision.

Have team summarize the decision once it’s made.

Ensure initiative-- When they bring problems to me, engage in problem solving with the team only after they identify solutions themselves.

Lead change management-- Ensure the team is clear about the change by having them summarize what it is.

Show them I understand their concerns. Ensure each person commits to the expectations.

EXAMPLE: LEADER INTERACTIONS CHECKLIST



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Key: List the times each behavior is done with both backbone Date / Venue: ____________________________________________ (clarity and resolve) and heart (empathy and connection).

Team Interactions

Not at

all

Sometimes

Majority

of the time

All the time

Comments

Cross-functional collaboration Give input and feedback outside your disciplines.

Manage conflict collaboratively. Resolve issues 1-1 or within the team. When at an impasse, come to me together to break the impasse.

Both people share both points of view with me.

Take more initiative. Bring a solution every time you present a problem.

Coordinate cross-functional efforts. Create action plan with peers and their teams before implementation.

Identify a collaborative monitoring plan and quick-response teams for any operational weaknesses.

EXAMPLE: TEAM INTERACTIONS CHECKLIST



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Key: List the frequency each behavior is done with both backbone Date / Venue: ___________________________________________ (clarity and resolve) and heart (empathy and connection).

Leader Interaction

Not at

all

Sometimes

Majority

of the time

All the time

Comments

LEADER INTERACTIONS CHECKLIST



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Key: List the frequency each behavior is done with both backbone Date / Venue: __________________________________________ (clarity and resolve) and heart (empathy and connection).

Team Interactions

Not at

all

Sometimes

Majority

of the time

All the time

Comments

TEAM INTERACTIONS CHECKLIST


© 2000-2003, 2006-2008, 2012-2016. Mary Beth O’Neill and Roger Taylor. ® Backbone and Heart is a registered trademark of Mary Beth O’Neill. All rights reserved. May not make copies without expressed written permission. www.mboExecutiveCoaching.com.

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We offer a range of resources and services to support you in developing your capacity and skill in creating a leadership vision.

TOOL FOR YOUR USE

This Leadership Vision tool from the website store deepens your understanding of what is required to create one, and what it takes to make it an integrated vision that includes the key interactions among people that will get you to your outcomes.

TOOL FOR YOUR ORGANIZATION

Get the Leadership Vision tool for your whole organization, so that you can get everyone informed and invested to understand, use, and improve the practice of creating a leadership vision.

1-1 CONSULTATION

We provide individual consultation and coaching to help you create your Leadership Vision.

TEAM COACHING

We can help you and your team create a Leadership Vision that addresses a particularly critical strategic priority, so that you and your team ensure the successful execution of that priority.

We provide consultation and coaching for you and your team as part of learning to implement the entire Leadership Alignment Cycle more effectively to make dramatic progress on all your strategic priorities.

PRODUCTS AND SERVICES



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Mary Beth O’Neill

For over 25 years Mary Beth has coached a range of leaders, from CEOs, to senior vice presidents, directors, and senior managers, including those in Fortune 100 companies. She works with executives and their teams as well as 1-1 with leaders. Her passion and specialty is to help clients leverage their interactions with their teams to produce bottom line business results. She leads the Executive Coach Training Series for experienced executive coaches, organization consultants, and HR professionals. Mary Beth also

trains, coaches, and consults with internal OD/HR departments who are developing internal coaching cadres for their organizations and want to apply a consistently systemic coaching approach with their internal executive clients. She was a graduate faculty member for 23 years in the master’s program in Leadership and Organization Development at the Leadership Institute of Seattle (LIOS), at Saybrook University. Mary Beth’s book, Executive Coaching with Backbone and Heart, is a classic in the field and a textbook in many coaching schools. It has been translated into 5 languages.

Roger Taylor

Roger Taylor has been studying leadership and coaching leadership teams for almost 30 years. As a strategic leadership consultant, he has coached at all organizational levels—from the C-Suite and Executive teams to front line work groups – in organizations across corporate and public sectors, including Fortune 500 and 100 companies. Roger has extensive experience with large-scale organizational learning and leadership development programs; consulting and live-action coaching for

intact executives leadership teams, facilitating strategic alignment and cross-functional coordination, change management, intense conflict resolution, and building cultures of performance, accountability, and emotional resilience. He focuses on developing leadership maturity, organization alignment, and outstanding results. Roger’s specialty is working with leaders to prepare for and succeed in live business situations where cultural dynamics threaten true progress. He taught graduate-level leadership, consulting, and coaching at the Leadership Institute of Seattle, and has created numerous models on leadership and coaching.

BIOS


leadership vision vision a.pdf · using this tool will help eliminate the two main reasons that...

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