RESONANCE AND VISION Joyce Osland San Jose State University

What’s the difference between external and internal dreams? External dream – what you want to be when you grow up; a titleExternal dream – what you want to be when you grow up; a title Internal or experiential dream – how you want to feel when you are performing at your bestInternal or experiential dream – how you want to feel when you are performing at your best

What’s Different about World Class Performers? An experiential dreamAn experiential dream Willing to work very hard for what they wantWilling to work very hard for what they want Strong sense of personal responsibility for creating the freedoms they wish to enjoyStrong sense of personal responsibility for creating the freedoms they wish to enjoy All encounter significant obstaclesAll encounter significant obstacles Manage their own energy and mental state by staying in touch with their dreamsManage their own energy and mental state by staying in touch with their dreams Experience resonance when performing at their bestExperience resonance when performing at their best

Characteristics of Flow Time warps, either speeding up or slowing downTime warps, either speeding up or slowing down One loses self-consciousnessOne loses self-consciousness One focuses intently on the taskOne focuses intently on the task One performs at the peak of one’s abilitiesOne performs at the peak of one’s abilities Yet it seems effortless, as if it were flowingYet it seems effortless, as if it were flowing The experience is intensely, internally satisfyingThe experience is intensely, internally satisfying Afterward, one feels stronger and more capableAfterward, one feels stronger and more capable

The Energy Cycle Freedom of = release from the inability to perform, developing the capacity to performFreedom of = release from the inability to perform, developing the capacity to perform Freedom to = overcoming and moving beyond parameters and constraints that inhibit us form performing what we know how to doFreedom to = overcoming and moving beyond parameters and constraints that inhibit us form performing what we know how to do Freedom from = conditions or states of mind that keep one from performing at the highest levelFreedom from = conditions or states of mind that keep one from performing at the highest level Responsibility

Organizational Charter Mission statementMission statement Vision statementVision statement Values statementValues statement StrategyStrategy Operating goals and milestonesOperating goals and milestones Leadership that defines and executes the aboveLeadership that defines and executes the above

MISSION Concise declaration of the reason for the organization’s existence; –action-oriented –service to customers rather than the organization –NOT making money –Inspiring –Determines where attention is focused –Should allow for adaptation to changing environments –States what your organization intends to do for whom

Your Mission in Life? “I always wanted to be somebody. I guess I should have been more specific.” Lily Tomlin

VISION A mental and verbal picture of what the leadership believes the organization could and should become.A mental and verbal picture of what the leadership believes the organization could and should become. Key element of leadership is communicating this panoramic view to followersKey element of leadership is communicating this panoramic view to followers When we achieve our vision, we will have done…(Future perfect tense)When we achieve our vision, we will have done…(Future perfect tense) More descriptive, detailed, and passionately held, the more powerful they becomeMore descriptive, detailed, and passionately held, the more powerful they become The ability to create a vision is person-specific, not job specificThe ability to create a vision is person-specific, not job specific

VALUES STATEMENT Makes explicit the principles upon which the company will do business.Makes explicit the principles upon which the company will do business.

STRATEGY Broad set of decisions, functional and organizational, that define how the company is going to go about working toward its vision.Broad set of decisions, functional and organizational, that define how the company is going to go about working toward its vision. –Should not be changed from year to year since it takes time to develop support for a strategy

OPERATING GOALS Indicators to signal progress along the path toward the vision.Indicators to signal progress along the path toward the vision. Monthly, quarterly, annualMonthly, quarterly, annual