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SLDP Notes1

Shared envisioning is a vision created by organization members with the future in mind rather than being imposed. It involves core values, mission, vision, purpose and goals. Strategic leaders face challenges sharing vision including insecurity, ego, resistance to change, lack of resources, politics, lack of buy-in, embracing change, communication skills, policies, weariness, lack of strategic knowledge, ineffective communication, rigid thinking, and lack of motivation and creativity.

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59 views1 page

SLDP Notes1

Shared envisioning is a vision created by organization members with the future in mind rather than being imposed. It involves core values, mission, vision, purpose and goals. Strategic leaders face challenges sharing vision including insecurity, ego, resistance to change, lack of resources, politics, lack of buy-in, embracing change, communication skills, policies, weariness, lack of strategic knowledge, ineffective communication, rigid thinking, and lack of motivation and creativity.

Uploaded by

kinyayvonne
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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1.

Discuss the concept of shared envisioning as addressed in the strategic leadership program

Shared envisioning is a vision that is created and shared by the members of the organization with
the desired future in mind rather than a vision imposed on them. The key component of shared
vision are: Core values, mission ,vision,purpose, goals

WHERE ,WHY,HOW,WHEN

 Having a meeting with the staff from top to down-all levels in the organization
 Decide who should be involved in the process of creating the vision
 Schedule the collaborative working time
 Assign a neutral facilitator for the meeting
 Get prepared in advance
 Set the stage
 Create a plan and use a process
 Write a vision statement

2. Identify challenges strategic leaders face in sharing their organization’s vision


a. Insecurity: This is reflected by the leaders in the organization where they fear
b. Ego: self-esteem, and self-confidence while engaging fellow employees
c. Lack of
d. Resistance to change by the employees and stakeholders
e. Structures:-Organization might be having a different reporting structure and feel the
change might interfere
f. Lack of resources
g. Politics: Internal and external
h. Lack of buy in from the leadership
i. Emracing change
j. Lack communication skills
k.
l. Policies and procedures
m. Weariness ;Crafting a vision takes time and resources
n. Lack of knowledgeofn strategic issues
o. Ineffective communication
p. Rigid people
q. Lack of self-motivation
r. Lack of innovation and creativity

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