WEBVTT

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We've come to the end of our discussion
on how to become a visionary leader.

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We've talked about how to create and

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effectively communicate a vision
that inspires and motivates people.

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That brings people together
around a shared direction,

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where we are today and where we're going.

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What I'd like to do now is do a quick
recap on some of those key lessons.

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You recall we talked about
the Michigan model of leadership.

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And that model specifies a set
of behavior that you engage

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in to effectively lead your team,
your organization.

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For example that green quadrant around
inspiring innovation and enabling change.

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The skills and the techniques we've talked
about in terms of visionary leadership

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will be critically important as you go
forward to create a vision for where

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we are today but where we need to be going
forward and how we're going to get there.

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That green quadrant.

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This vision will be critically important,
for

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example, in the yellow quadrant as you're
thinking about bringing people together.

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The vision actually becomes
a vehicle of reason

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why people actually come together and
create these collaborative communities.

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Another example as you think about
that blue quadrant in terms of

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creating the motivation for delivering
results, even when those results

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seem as if they're far into the future,
and maybe even unachievable.

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This vision will create the motivation,

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the commitment to motivate,
compel your employees, your team members,

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to pursue success and ultimately
those results that you wanna create.

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So the techniques,
the skills we've talked about

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apply across all aspects of that
Michigan model of leadership.

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So, to recap very quickly, we talked
about the business case, the data for

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why visionary leadership is so important.

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We talked about the impact that

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a clear vision has on your team,
in terms of predicting its performance.

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We talked about the data
in the business case for

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why the vision is critically
important to organizational success,

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whether it be profitability,
productivity, or otherwise.

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We then shifted to how you actually
create and communicate your vision.

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We talked about what you say.

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For example, the three questions.

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The first question,
why do we do what we do?

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Second question,
what's our definition of success?

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Third question ultimately being, how
must we act In order to ensure success?

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Really the question around values.

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Then I shared with you a checklist
that's comes form our science,

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our research around how you communicate
that vision, the language you use.

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For example, repetition,
rhetorical devices, three-part list.

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Make sure you use that checklist.

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Then we transition to not only
what you say, but how you say it,

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the non-verbals of communication.

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And we talked about three critical success
factors there from the non-verbals around,

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your tone and the inflection,

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the variation in volume and
pitch around your voice.

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So that your not always loud.

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Sometimes your loud sometimes your soft.

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We talked about the body
postures in terms of open and

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closed body postures for example.

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And then we also talked about
your facial expressions and

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really important that smile.

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That communicates the emotion,
the passion that you have for

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this vision you're trying to create.

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We also gave you
an opportunity to practice.

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You saw a lot of video clips of people in
action doing this, some doing it well,

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maybe some doing it less well.

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Ultimately you've been able
to analyze the different

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components of the videos that you've seen.

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I've also given you an opportunity
to apply these techniques and

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these skills to your own team, and
I hope you've taken advantage of that.

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I would encourage you as you go forward
to continue rounding out this vision.

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Go practice it.

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Ask people for feedback on not only
what you say but how you have said it.

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Both the verbals the non-verbals and
the intended message.

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That feedback seeking process
is critically important for

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your own personal development.

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And at the end, remember repeat,
repeat, repeat.

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Your message is important.

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Your vision is critically important.

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It's essential that you repeat
that message time and time again.

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Reinforcement is critically important
as you go forward in your team,

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to enable this vision that

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may seem to be in the future to ultimately
become a reality for you and your team.