What Brings Success

How it happens 

The Right People in the Right Place (10% of the people)   

Leaders

Doing the right things (30% of the people)   

Managers

The right way (60% of the people)  

Workers

Who does it

Leaders - They are identified by the leadership chart as being Vision driven

Managers - They are identified by the leadership chart as being Mission driven

Workers - They are identified by the leadership chart as being People driven

What they know

They know how to figure out what and why initiatives needs to be done and can articulate it to the troops

They can understand why and what needs to be done and can understand how to get it done

Know or can learn how to do what needs to be done

What they are commissioned to do

They develop initiatives that bring about change

Create Vision for change.

Develop and Articulate

•         Strategic objective

•         Vision

•         Mission

•         Strategy

•         Core Practices

Plan Change

Prepare others for change

Measure change

Execute Change

Maintain standards

Report execution to standard

What they communicate

Why an Initiative has to be done and wisdom behind doing it

They collaborate on what has to be done with managers

They collaborate with leaders to develop an understanding of why an initiative has to be done

They collaborate on the knowledge required to know how to do the initiative to workers

What they did and how well they did to standard

What are their tools

Strategy

Vision

Emotion

Wisdom

Leadership Systems

Tactics

Mission

Logic

Understanding

Leadership and Management Systems

Execution

Duty

Skills

Knowledge

Production Systems

How are they measured 

•         Achieving the strategic objective

•         Effectivity

•         On how well they plan, prepare, measure and report.

•         Created efficiencies that bring effectivity

•         How well they execute

•         Efficiency

Lead with

Emotion that conveys Hope Through Leadership Systems

Reason that conveys Faith by Merging Leadership and Management Systems

Relationships that convey Charity through action driven production systems

Accountability

Owns the Vision. Trusted with why, what and how

Accountable for why, what and how

Owns the Mission. Trusted with what

Accountable for what and how

Owns the Work. Trusted to do the what Accountable for how things are done

Greatest Obstacles 

Wisdom of why

Wisdom of what

Understanding of why

Understanding of what

Knowledge of why

Knowledge of what

Potential

Exponential growth of the organization by leveraging organization Vision, Value and Core Competencies to accomplish the strategic objective

Multiplier of time and material by leveraging resources to accomplish the strategic objective

Adds leverage by knowing how to accomplish what needs to be done to accomplish the strategic objective

Allignment responsibilities

Vision and strategic objective to motivating passion. Tendency to migrate toward reactionary activity and tyranny of the urgent.

Vision and strategic objective to Mission. Tendency to migrate toward reactionary activity and tyranny of the urgent.

Mission and strategic objective to Activity. Tendency to migrate toward reactionary activity and tyranny of the urgent.

Growth

Must grow in wisdom understanding and knowledge to raise leadership lid

Must have more wisdom understanding and knowledge to lead

Must have more knowledge and understanding to manage

Gravity

Lack of wisdom migrates leaders toward management and set low leadership lid

Lack of understanding creates micro management

Lack of knowledge creates poor results