Whatever your role, knowing how to be a transformational leader and how to be a transactional leader is important. While you may spend more time doing one or the other, it’s important to understand and use both skill sets.
A distinction is often made between “leadership” and “management.” In my mind, this is similar to being “transformational” and being “transactional.” For example, this 2011 article in an international management journal described some of the differences.
- Leadership thinking focuses on people and looks outward; management thinking focuses on things and looks inward
- Leadership goal-setting creates a vision; management goal-setting executes plans
- Leadership creates change; management implements change
- Leadership trusts and develops people; management directs and coordinates people
- Leadership sees the forest; management sees the trees
As management expert John Kotter points out in this conversation, organizations need both superb leadership and superb management. In your leadership role, sometimes you have to be a transformational leader who can create a vision and inspire people to follow it. Other times, you may need to be a transactional leader who can provide specific feedback to help people get the day-to-day work done.
Dee Anne Bonebright
Devinder Malhotra, the new interim chancellor for Minnesota State, has stated that there has never been a better moment in time for our leaders to make a profound difference. Due to the challenges we face, the complexity of a system of colleges and universities, and the incredible difference our schools can make in the lives of the people of Minnesota, now is the time to be a leader.
One type of leadership Malhotra was highlighting is defined by Bernard Bass in his groundbreaking book, Transformational Leadership. Transformational leadership works well in exceedingly complex organizations made up of diverse and challenging work groups that need to feel empowered to succeed in times of great uncertainty. Sound familiar?
Transformational leadership is best recognized by the impact it has on people in the organization. This type of leadership causes people to trust, respect, and even admire, their leaders. Transformational leaders:
- Hold positive expectations for their people and show their people that they believe they will succeed.
- Focus on and demonstrate that they care about their people’s personal and professional development.
Can you picture the leaders who have made a difference in your life through their transformational leadership?
Posted in building teams, Engagement, higher education, integrity, Leadership, mission and vision, trust
Tagged engagement, higher education, integrity, Leadership, transformational change
To wrap up our Mission and Vision topic for this month, here’s an interview from an organization where employees live and work by both of them.
Becky M, Member Services Director of a local YMCA
Do you feel like all or most of the employees know the mission and vision of the YMCA?
I think most employees know our vision and mission or they know the general idea of it
How does this happen? Are you reminded of it regularly, is it woven into your daily work?
Every week a manager of each department walks around and ask random employees to recite our vision and mission and how we live it in our everyday life. At our staff meetings we do what’s called a “Mission Moment” where we tell stories where we have witnessed our mission and vision in full swing. We are reminded of it daily through our members, program participants, staff, and volunteers. Our mission and vision is the reason I work for the Y. I believe in our cause and how we can help our community.
Have you worked somewhere that this was not the case, and what differences do you see?
I have worked at places where there was a mission statement but they didn’t really explain to us why or how they came up with that mission statement. I have worked at places where I didn’t see it put into action from day to day.
The big difference I see is that at other companies we didn’t base our work off the mission and vision where at the Y the work that we do is all based off of the mission and vision and how we can impact someone’s life.
Mission: To put Christian principles into practice through programs that build healthy spirit, mind and body for all.
Vision: To serve relentlessly with our community until all can thrive in each stage of life.
Could you see any of the above practices working for your organization, or come up with others that would? Please share your thoughts, ideas and suggestions in the comments!
Management expert Peter Drucker famously said that what gets measured gets managed. When it comes to mission and vision, that can be especially important. Having a strategic vision and a well-crafted mission statement is a start, but unless they are reflected in day-to-day organizational goals they won’t be real to the people doing the work. Here are a couple of examples:
Dartmouth sustainability initiative includes a vision: “Dartmouth will build upon our unique strengths and traditions to become a global hub of sustainability by the end of this decade.” It also includes clear goals, such as adapting teaching and using the campus as a laboratory for best practices. In addition, they have identified progress indicators. For example, if the project is successful their graduates will be in demand for sustainability solutions and everyone on campus will understand how the institution leads in this area.
Connecticut state colleges and universities developed system and institution mission statements. As part of the project, a team identified metrics that met these guidelines:
- Indicative of progress
- Valid and reliable
- Comparison data is readily available
- Greater value than the cost of collection
- Institutional actions can impact the metric
How does your institution measure progress toward its mission and goals?
Dee Anne Bonebright
We have been discussing Mission and Vision Statements over the past few weeks: How to communicate them, why they are important for your organization, and loftier aspects, such as finding your purpose and demonstrating the vision.
But you still may have some more basic questions…
- Are there really some big differences between two, or are they sort of interchangeable?
- Are they really THAT important to my organization?
- How do I even get started?
There are indeed important differences between the two; they’re unique in ways you may not realize. And there are lots of tools and resources containing the building blocks you need to create them from the ground up.
As Stephen Covey noted: A mission statement is not something you write overnight… But fundamentally, your mission statement becomes your constitution, the solid expression of your vision and values. It becomes the criterion by which you measure everything else in your life. (www.brainyquote.com)
This article has some great tips on writing a Vision Statement.
And this article explains how to create your Mission Statement.
Stay tuned for next week, when I’ll introduce you to a local organization where employees live and breathe its mission and values, which are woven in to every aspect of their work.
I’m writing this from the fall academic and student affairs leadership conference. Over the past couple of days I’ve had numerous opportunities to hear about leaders who are anticipating change, championing improvements, and sharing their vision for the future.
This year’s theme centered around our commitment to eliminating educational disparities experienced by our students. We began with a talk from Ron Anderson, Vice Chancellor for Academic and Student Affairs. He talked openly about his role as a white male coming from a position of privilege and power. By modeling self-awareness and openness to learn, he inspired each of us to think about what we can do from whatever position we might be in.
The final dinner included awards for groups and leaders who demonstrate excellence in programming, collaboration, and innovation. Hearing stories about people who work every day to serve our students with passion and creativity gave me new ideas about what is possible. Several award winners talked about their discomfort with being in the limelight and spoke about the teamwork that made the accomplishments possible. It made me realize that these events are only partly about the winners. They’re also about providing the rest of us with a clear picture of the vision.
As a leader, what ways have you found to recognize people who embody your organization’s goals? How can you acknowledge their work and inspire others?
Dee Anne Bonebright
If the people on your team have to ask “Where is the meaning in my work?” something is wrong!
In his book Meaning, Inc. , Gurnek Bains ecourages leaders to bring the organization’s mission and vision to life through meaningful work. Between actual work time and digital connections people spend over half of their waking hours “at work.” Understanding how those work activities are making a contribution to customers (students at Minnesota State), the community or larger society will make work more meaningful.
While each person on your team has their own personal values and beliefs about what is important, there are actions that leaders can take to strengthen meaning at work. Bains identifies the following leadership activities that help create more meaningful work:
- Discussing and supporting personal stretch goals that are related to the vision.
- Focusing on the unique strengths and talents that each person brings to work.
- Documenting, evaluating, providing feedback and highlighting each person’s work and contribution to group efforts.
- Clearly linking individual and team work activities and accomplishments to wider issues.
- Ensuring that short-term goals don’t conflict with the deeper organizational purpose.
- Role modeling stated ideals.
Making sure your people know the difference their work makes in the lives of other people builds meaning. And meaning is powerful.
Posted in common good, communication, Engagement, higher education, Leadership, leading authentically, mission and vision, Motivation
Tagged communication, engagement, higher education, integrity, Leadership, motivation, organizational culture, stakeholders, values, vision