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APRIL 2007 

A Centerpoint for Leaders e-publication designed to give you relevant and concise information on leadership and organizational development.

Thoughts From Sandra

Visioning is the number one demand of leadership as identified by the Gallup Poll. I couldn't agree more. Visioning in an organization starts with a series of meetings focussing on long-range ideas ? a 10-year or longer horizon, but imbedded in reality. What is most exciting about visioning is that it provides for the widest possible participation, is a wonderful source of ideas and actually "dramatizes" the creation of policies and strategies which allow our organizations to "become" the future that the vision seeks.

Creating our future is relatively easy with visioning: identifying where (or what) we want to be, strategies to overcome the potential barriers to reaching the vision and various tools and strategies to get there.

Create your vision and your future is within grasp.

Edited by Kelly M. Hannum, Jennifer W. Martineau and Claire Reinelt

Evaluation benefits leaders, organizations and communities in several ways. Effective evaluation:

?  Clarifies and documents outcomes. Evaluation helps us better understand and document the desired (and unintended) outcomes of leadership development.

?  Focuses attention. Evaluation helps to pinpoint needed leadership competencies and focuses attention on critical issues.

?  Supports ongoing learning. Evaluation can be used to fine-tune a proposed or existing leadership development intervention.

?  Influences future actions and decisions. Evaluation serves to demonstrate more fully how participants, their organization and their communities benefit from their leadership development program experiences.

Cited and used with permission from the Center for Creative Leadership. To read more about or order the new book, please click here.

Please visit us on the internet ?

by Charlie Lang

Feed-forward: I use the term ?feed-forward? to draw attention to the future rather than dwell on the past. The feedback process should lead to a feed-forward process, in which both the leader and his team members discuss how to learn from the past and move forward to achieve goals and prepare for the next career step. This discussion should include agreements on how things will be done, identification of tools, assistance needed to achieve the goal, and clarification of the role of the leader in this process.

Cited and used with permission from ProgressU. To read the entire article in PDF format, visit here. Click here to subscribe to ProgressU's free leadership newsletter.

by John Gardner

Here are a few of my favorite MacArthur principles:

1. Do I act in such a way as to make my subordinates WANT to follow me?
2. Am I interested in the personal welfare of each of my subordinates, as if s/he were a member of my family?
3. Have I the calmness of voice and manner to inspire confidence, or am I inclined to irascibility and excitability?
4. Am I a constant example to my subordinates?
5. Is my door open to my subordinates?

Cited and used with permission from LeadershipNow. Read all of the principles here.

A Great Electronic Leadership Resource

LeaderValues focuses on the impact of values-driven Leadership, with emphasis on multicultural issues.

?  Leaders create (and need) followers
?  Leaders create (and need) change
?  Leadership is a process not an event

Leadership is the energetic process of getting people fully committed to a sustainable course of action, to meet commonly agreed objectives with commonly held values.

To check out the website, click here.

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