1. Reflection #2 – Inspire a Shared Vision
o LC – Ch 5-6, p.93-142
§ LC – Ch05 – Envision the Future
· Leadership Vision –
o What percentage of time is focused on the future, imaging possibilities?
o How does future envisioning take place? Evolve to actual reality?
§ LC – Ch06 – Enlist Others
· Leadership Enlistment –
o With amount of time a modern General Manager spends responding to e-mails and analyzing a plethora of reports and data leaves little time to focus human interactions. Is this how GM’s want to operate and what can be done to change this?
o How does one articulate and encourage constituents to “buy-in” to a shared vision?
o What happens when constituents don’t buy-in to a shared vision?
o EO – Ch 3, p. 65-86
§ EO – Ch03 – Believe
· How can leaders align the immediate tactical mission to the overall strategic goals? What are the expected obstacles to doing this?
o LC – Ch 5-6, p.93-142
§ LC – Ch05 – Envision the Future
· Leadership Vision –
o What percentage of time is focused on the future, imaging possibilities?
o How does future envisioning take place? Evolve to actual reality?
§ LC – Ch06 – Enlist Others
· Leadership Enlistment –
o With amount of time a modern General Manager spends responding to e-mails and analyzing a plethora of reports and data leaves little time to focus human interactions. Is this how GM’s want to operate and what can be done to change this?
o How does one articulate and encourage constituents to “buy-in” to a shared vision?
o What happens when constituents don’t buy-in to a shared vision?
o EO – Ch 3, p. 65-86
§ EO – Ch03 – Believe
· How can leaders align the immediate tactical mission to the overall strategic goals? What are the expected obstacles to doing this?
