Teamwork & Vision

Teamwork and vision go hand in hand

By John C Maxwell

Have you ever been a part of a team that doesn’t seem to get anything accomplished? Where the team may work and work, but nothing actually gets done? If so, you’ve probably been on a team that lacked vision.

Vision works like a rudder on a ship. Without it, the ship may travel a distance, but not necessarily in the right direction. With it, the ship reaches the destination by the shortest route possible.

Vision determines the direction of the team.

Champion basketball coach Pat Riley once said, “Teamwork requires that everyone’s efforts flow in a single direction. Feelings of significance happen when a team’s energy takes on a life of its own.”
With vision, a team has energy, and team members feel like they’re doing something of value. So if you’re the leader of a team, how do you impart vision to your people?

You transfer the vision both emotionally and logically.

What is needed to emotionally transfer a vision?

1. Credibility. People buy into the leader before they buy into the vision. Your people need to know that you can be trusted.
2. Passion. Team members will not be excited about a vision that the leader doesn’t care about. They need to see and feel your passion before they embrace it.
3. Relationship. How well do your teammates know you? How well do you know them? People don’t care how much you know until they know how much you care.
4. Timing. For a vision to connect, its timing needs to be right. The right decision at the wrong time is still the wrong decision.
5. Felt need. This is relatively easy, because we all need to be part of something bigger than ourselves. Revealing how your vision meets that need can lead to emotional buy-in.

What is needed to logically transfer a vision?

1. A realistic understanding of the situation today. A firm grasp on reality gives your vision a starting point, and makes team members more willing to partner in achieving it.
2. An experienced team. How familiar are team members with the specific problem? The more they’ve dealt with similar situations, the more confident they’ll be in their ability to tackle this challenge. Make it your goal to show them how their previous experience has prepared them.
3. A sound strategy. Do you have a game plan that you can articulate clearly and succinctly? Team members need to know where they’re going before they can fully accept the responsibility for getting there.
4. Acceptance of responsibility by the leader(s). Do you embrace your role in achieving the vision? Are you willing to be held accountable? People need to know that you’ll do your part.
5. Celebration of each victory. A big vision is filled with many small goals. Celebrating victories in those areas helps team members track their progress and find the motivation to continue on the journey.
6. Evaluation of each defeat. When the team misses a goal, it’s important to acknowledge that and communicate how the team can do better moving forward.

Great vision precedes great achievement. Field Marshal Bernard Montgomery, a leader of troops during World War II, wrote that “every single soldier must know, before he goes into battle, how the little battle he is to fight fits into the larger picture, and how the success of his fighting will influence the battle as a whole.” People on your team need to know why they’re fighting. This helps them buy in emotionally and logically, so that they can work together with you to achieve victory.

Interesting article on Apple and Microsoft

Dear Apple, Welcome To Microsoft's Agonizing World (AAPL, MSFT)

Jay Yarow, provided by

For the longest time, Apple bulls could sneer at Microsoft.

After peaking in December of 1999 at $58, Microsoft slipped to $22 a year later. Since then it's failed to break out of the $17-$36 range. It looks flat if you look at it over a ten year period.

While Microsoft's stock went sideways all it could say was, "It's the market. It's out of our hands, we can only do so much."

Microsoft's top PR man Frank Shaw built a good defense of his company. While the stock was flat, he noted Microsoft:

• Tripled revenue from $23 billion in 2000 to $70 billion in 2011.

• Increased profits from $9 billion in 2000 to $23 billion in 2011.

• Returned $194 billion to shareholders via dividends and stock buyback.

Impressive numbers, but it didn't matter. Microsoft looked vulnerable to attacks from Apple and Google despite churning out impressive numbers year after years. The stock suffered because CEO Steve Ballmer failed to see the rise of mobile.

And while that was happening, Apple's stock was a rocket racing to the moon. Apple investors could look at Microsoft and laugh.

Well, the shoe is on the other foot today, as they say. Apple's defenders are throwing their hands in the air, shouting, "Apple had the fourth biggest earnings in history! What does Wall Street want?!?!"
The Street wants growth and stability. Apple's period of mega-growth is over. And real or perceived, there are threats to Apple's business right now. Samsung is selling a lot of smartphones. Amazon is clobbering Apple's margins. Google isn't going anywhere.

Apple can, and will, exist quite profitably while those companies do their thing. But, Microsoft existed quite profitably while Google and Apple did their thing. The looming threat is what held Microsoft in check.

The story can change for Apple. It doesn't have to be the next Microsoft. What really killed Microsoft was whiffing on the next big thing.

So far, Apple hasn't missed a technological revolution. If Apple rolls out a TV, an iWatch, or something else that people fall in love with, then it can avoid going sideways forever. But if Apple does miss the next big thing, then Apple will have to learn to live in annoying world Microsoft has been living in for years.

Read more: http://www.sfgate.com/technology/businessinsider/article/Dear-Apple-Welcome-To-Microsoft-s-Agonizing-4221024.php#ixzz2JJmWR33o

What makes a good leader in business?

Here at Magnetic Consulting Group, we often ask, what sets some business leaders above others? It’s all about the attitude. Having a successful business is one thing, but being a successful leader of a business is an entirely different entity.

And surprise, it’s all about the power of positivity. Well, mostly. Primarily, you have to exude confidence and passion for what you’re doing. Place value in the company and stand behind it. Believe in your success and in the company’s success.

Set an example for both your employees and your clients by being open, honest, and working hard. This will help to cultivate a trusting relationship and will encourage a positive and productive work atmosphere.

Your core values should be obvious and unwavering, but remember that everything else needs to remain somewhat flexible. There will be times when employees are unhappy, or when you make mistakes. Learn to listen to criticism and admit your mistakes, and you will gain respect as a leader. Failure is not something to be afraid of; rather it is an opportunity for future improvement.

No matter how successful you get, remember not to let your head get too big to hold up. There will always be new things that you can learn, and it’s important to remember that great ideas can come from anywhere. You’ve got to stay grounded enough to take those ideas in.

Don’t be afraid to step outside of your comfort zone at times, either. The biggest success stories always involve thinking outside the box. If you want to be truly innovative, you won’t always be comfortable. But remember: sometimes the greatest rewards involve the greatest risks.