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 |
