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"Vanourek, Bob"
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Alignment
Most leaders don't know how to align a team or organization, leading to dysfunction. People work at cross-purposes, unclear about what to do and how they relate to other divisions and the strategy. Many get discouraged and cynical. Alignment is one of five leadership practices that builds excellent, ethical, and enduring organizations. Alignment takes discipline, commitment, and follow-up. The authors' created a powerful 10-step framework -- The Alignment Model: 1. purpose, 2. values, 3. vision, 4. goals, 5. strategy, 6. people, 7. structure, 8. processes, 9. action plans, and 10. communication loops.
Trade Publication Article
A Call for Values-Based Leadership
The leader of the future...will be one who creates a culture, or a values system, centered on principles.
Book Chapter
The Power of Leadership Trustees
Leadership trustees are leaders who actively step outside their functional positions, influencing how others behave, reinforcing the desired culture. They don't just do their jobs. They also shape and protect the organization's values, culture and desired leadership dynamic. In doing so, they give the organization its soul. The authors define leadership by what it should accomplish, not by the personal characteristics or traits of the leader. Leadership must achieve results. Good tries are nice but achieving results is essential. Leadership trustees role model the desired behavior of the organization, influencing others including subordinates, peers and superiors. They speak up about the shared values and thereby shape the culture. Boards are busy enough with the important responsibilities of corporate governance, strategy, compliance, executive compensation and CEO succession. High-performance organizations achieve results with integrity, encouraging pervasive leadership throughout the organization, recognizing that great leadership is an improvisational group performance.
Trade Publication Article
Financial executives' leadership role in organizational alignment
Financial executives can play a critical role in organizational alignment, enhancing the firm's effectiveness, as well as their own career potential in the process. They are entrusted with a fiduciary responsibility and ethically bound by their professional obligations as impartial custodians of the organization's assets, both tangible and intangible. Organizational alignment is a comprehensive and transformational leadership process to achieve sustained high performance. The 10 steps of alignment outlined in this move from the broad to the specific, the long term to the short term and the strategic to the tactical in a specific sequence customized to each organization depending on its burning issues. The steps can be viewed in three distinct phases, moving from the long term to the very short term. An aligned organization transforms into a powerful, high-performing group in which it is a joy to participate. The financial executive can play a critical leadership role in that process, thereby supercharging the organization's effectiveness.
Magazine Article
Financial executives as leadership stewards
To help their organizations navigate the challenges and complexities of today's business environment, financial executives must become leadership stewards. Financial executives are uniquely positioned to go beyond their functional roles and become leadership stewards, providing the active checks and balances the enterprise needs to be its best, guarding the organization's values, monitoring its ethics and evaluating both short- and long-term considerations. Leadership stewards model the desired behavior of the enterprise. They work on the business, not just in it. Financial executives are the essential co-pilots of the firm with the CEO. The CFO needs to be the CEO's best friend and worst critic. To fulfill these stewardship responsibilities, even as they discharge their responsibilities of financial management and reporting, financial executives should employ these three advanced leadership practices: 1. steel and velvet, 2. head and heart, and 3. alignment. Financial executives can deliver even greater value to their enterprises by embracing a larger responsibility beyond financial strategy, innovation and mechanics.
Magazine Article