The Definitive Leader Builds a Solid Foundation

“Effort and courage are not enough without purpose and direction.” – John F. Kennedy

“Transformational leaders don’t start by denying the world around them. Instead, they describe a future they’d like to create instead [sic].” – Seth Godin

Foundation PyramidTransformational Leadership is about the vision, and Charismatic Leadership is about the leader. The ethics and authenticity of the Transformational Leader are critical to the vision and, ultimately, to the transformation itself. Therefore, the transformation of the leader is inherent in the process.

The Transformational Leader is the champion and cheerleader of the cause. The cause itself must be worthy in the long term, or the transformation and the organization will suffer. This becomes apparent as the process unfolds and breaks down. For example, the current economic situation in the world is not about faulty economic systems, it is about failure in leadership!

It is of primary importance for the Transformational Leader, in order to prevent conflict in the workplace and team conflict, to be clear on the foundations for the vision. The vision must come from the core values of the organization and resonate with the core values of the leader himself or herself. If there is a conflict in these core values (the personal values of the leader vs. the core values of the organization), failure is inevitable. Creating a solid foundation is a way to validate and clarify the leader’s vision for the organization, and to create systems for others to follow. The Transformational Leader empowers leaders on teams to utilize their varied leadership skills, talents, and perspectives to be successful and transform the organization, as well as the lives of the people involved, both internally and externally.

A solid foundation consists of the following:

  1. a written list of core values and guiding principles;
  2. a written description of long-term strategic objectives;
  3. a written list of short-term goals;
  4. a written set of action plans for each goal; and finally,
  5. team involvement in all of the processes listed above.

It should be clear from this list that written plans separate dreams from accomplishments. First, write the draft, and then revise it. Continue to evaluate the process steps and the time line throughout the implementation process, and make the needed changes. The vision is clear. You develop the pathway as a continuing process, and not just a single planning event.

Is it worth the time to create a solid foundation in order to maximize success?

Learn more about creating a solid foundation with Hugh’s article on Goals Process.

Hugh Ballou

The Transformational Leadership Strategist TM

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(c) 2014 Hugh Ballou. All rights reserved.
Hugh Ballou (Author)

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