In understanding the organizational structure, one finds that their success primarily relies on the employees to accomplish the vision and mission of the leadership team. Understandably the vision comes from the leadership team, based on the expectations of the shareholders. The leadership team then identifies his/her area of vision ownership and then begins o develop their strategies that their team members will complete to implement the vision.

In many organizations, team members are very strong in their discipline; however few have experience in knowing how to take a vision, develop the initiatives to support the vision or build and manage teams to implement the initiatives. In other words, the employees are given the responsibility without the experience or tools to succeed.

This series of article will assist the leaders in developing and empowering his/her team in the following areas:

? Setting vision, strategies and goals. A sound vision is only the beginning, you must also ensure that your teams have objectives, goals, initiatives and measurements in place to ensure the vision is achieved.

? Selecting strong leaders. Not every successful individual contributor is meant to be a department leader. Determine what you should look for before you select department leaders.

? Aligning the employees' values to the vision on the organization. Each person has a set of core values. They believe these values to be the norm and sometimes do not understand why others do not have the same values. An extraordinary leader must take the necessary steps to ensure the department leaders understand and are aligned with the values of the organization.

? Building teams and team dynamics. There are proactive steps one can take to ensure that each department is able to build a strong functioning team. The department leader must understand team dynamics and how to obtain the most from these dynamics.

? Conflict management & resolution. Conflict is a sign of a healthy organization. How a leader manages and resolves conflict will determine how the organization will grow.

? Participatory leadership. The days of leaders sitting in their throne room while the subordinates do all the work are long gone! Leaders must know when to roll up their sleeves and when to stay out of the way.

? Self motivation. What does a leader do when no one says 'thank you'? You must encourage yourself!

In this article, we discuss setting your vision, strategies and goals. Most organizations have their mission or purpose statement on their business stationary - its well known by the employees, the vendors and sometimes even the customers will know the mission of an organization. However, each department leader may not fully understand how their department fits into the overall mission. Once the leadership team has the vision and mission for the organization, the supporting staff (leadership team) must run with it by developing their department's strategy and initiatives to support the vision, mission and strategic direction of that organization.

This is easily done if the following actions occur first:

1. The CEO must spend time collectively and individually explaining the vision to his/her leaders. Share why this vision is important within the organization, the department, the world, the country, the state, the county and the community in which they live. This explanation is an interactive discussion where the leaders are encouraged and required to ask questions. This activity must not be delegated to anyone else to complete nor is it a sermon.

2. Then the CEO's leadership team must take the time to digest what they have heard and develop a strategy (for their area of responsibility) in which they believe will support the vision. The leader then meets individually with the CEO to ensure they are on target.

3. The CEO must again pull the entire team together and at this point the leaders present their department's strategy to the entire leadership team. This session is also an interactive session. Attendees are there seeking to understand. As the attendees listen to the presentation, they should ask themselves the following questions:

a. How can my department help their department succeed?

b. Will they be dependent on any type of product or service from my department?

c. Is my department dependent on their department for any type of product or service?

d. Is there an overlap with the department I'm responsible for?

e. Is there a conflict between our departments?

f. Do I have any unanswered questions?

4. This information is then given to a facilitator who will coordinate the meeting results and ensure that the department leaders resolve any open items/questions.

5. After the above steps are complete, the facilitator then develops a strategy map for the organization. This map ensures that all elements of the vision are being accomplished. The final presentation is made to the CEO and the leadership team for final approval and acceptance.

6. Now the CEO's leadership team is ready to meet with their departments to develop the initiatives required to complete the department strategy. They will go through similar steps however they will need to add additional steps to ensure they remain 'on-target' with the strategy ... with the vision.

The first five steps may take over a month to accomplish. Yes a month especially if you are working to build a strong vision and a strong interactive leadership team. The CEO may decrease this time frame by having a retreat with his/her department leaders.

Keep in mind your strategy is the foundation for the vision -- you're building the foundation. The higher the vision, the deeper the foundation must be, so, take the time in building a strong foundation.