If you offer peanuts, you will get

monkeys!
 Ô


 
(Do you worry about 1
or enjoy the Ô
)

 Ô
of punctures (halts) happen in the last 1
of tire's life.

 Ô
of the things in our lives are right and 1
are wrong.
 Ô
of our financial worries are due to 1
of overspending.
 Ô
of your friends will hurt you and only 1
will give you support when
chips are down.
 Ô
of your work can be done by your subordinates and you genuinely get
paid only for 1
.
 Ô
of your work is routine; it is the balance 1
that requires thinking.
 Ô
of the decisions can be taken immediately on the basis of past
experience and only 1
of them require in-depth analysis.
Ô
of customers are reasonable; it is only 1
of
them that require tactful handling.
 Ô
of the over dues become so only recently, it is
only 1
that continue to be overdue for a long
period.
 Ô
of tension is created by 1
each of carelessness
and laziness.
 Ô
of the old records and letters are never referred
to again.
 Ô
of the errors in typewritten letters can be hand
corrected, only 1
of such letters need to be retyped.
 ision refers to a picture of the future with some
implicit and explicit commentary on why people
should strive to create that future
 Good vision serves following purposes:
G xlarifies the general direction for change
G It motivates people to take action in the right
direction
G It helps coordinate the actions of different people in a
remarkably fast and efficient way
 ision
Leadership xreates
Strategies

Plans
Management xreates
Budgets
 Œord Dzvisiondz reflects something grand or
mystical, but the direction that guides successful
transformation is often simple and mundane
 Effective vision has at least six key characteristics
G Imaginable
G Desirable
G Feasible
G Focused
G Flexible
G xommunicable
 If the vision is made real, how will it affect
customers? For those who are satisfied today,
will this keep them satisfied?
 How will this vision affect stockholders? Œill
it keep them satisfied?
 How will this vision affect employees? If they
are satisfied today, will this keep them
happy?
 DzFifteen percent earnings per share growthdz is
not an effective vision. It will not feel desirable
to some, may not seem feasible to others and
some others few clues as to what actions are
needed to achieve it
 An effective vision is not a 4 inch thick notebook,
after reading which people become depressed
instead of motivated
 It is not a hopelessly vague listing of positive
values; such lists never provide clear direction
and turnoff everyone but extreme idealists
 Effective transformational visions have
following characteristics:
G hey are ambitious enough to force people out of
comfortable zones. Becoming 5
better is not the
goal; becoming the best is often the goal
G hey aim in a general way at providing better and
better products or services at lower and lower costs,
thus appealing greatly to customers and stockholders
G hey take advantage of fundamental trends like new
technology
G hey make no attempt to exploit anyone and thus
have a certain moral power
 Developing a good vision is an exercise of both the
head and the heart, it takes time, it always involves a
group of people and it is tough to do well. It has
following steps:
 he first draft often comes from a single individual,
who draws on his or her experiences and values to
create a set of ideas that both make sense and is
personally exciting.
 hese are then discussed with the guiding coalition
 he group process never works well without a
minimum of effective team work, parochialism will
spoil the sport.
 Both analytical thinking and a lot of dreaming
are essential throughout the activity. Both head
and heart should be involved.
 ision creation is usually a process of two steps
forward and one back and a movement sideways
indicating the messiness of the process
 ision is never created in a single meeting. he
activity takes months, sometimes years
 he process results in a direction for the future
that is desirable, feasible, focuses, flexible and is
conveyable in five minutes or less