S.E.R.V.E.--the "S"

I was privileged recently to listen to a presentation on Chick-fil-A’s leadership model: S.E.R.V.E.  (which is described in more detail in the book, The Secret).  We’ll begin to examine the S.E.R.V.E. model this week starting with… 

See and Shape the Future 

A leader must create and communicate a compelling vision of the future that energizes and engages others.  Our fearless leader must also shape the future by personally following through to do the things necessary to turn the vision into a reality. 

I recently read in a business strategy text that our mission is what we’re good at right now while our vision is what we aspire to be good at in the future (while maintaining our current expertise).  Being able to articulate a picture of a desired future state and then to “operationalize” a roadmap to get us from here to there is a real challenge.  Broad strategies have to be translated into specific actions, goals and responsibilities.  Resources must be prioritized to support the plan objectives.  It’s like motivating people to focus on the future and the present at the same time.  This is not the easiest job in the company, trust me.   

Strategic Alignment 

Strategic alignment occurs when everyone in the organization begins to ask, “How is what I’m doing related to our company’s vision?”  Once you achieve FOCUS in the ranks, the momentum starts to build toward the visualized future.  Oh, by the way, to create alignment, don’t forget “WIIFM—what’s in it for me?”    Although I’m a great believer in people, let’s face it—most are not that altruistic.  The overall goal must be a WIN/WIN for both the individuals in the company and the company itself.   

Over Communicate 

The leader must continually encourage progress assessment by comparing goals to mission and tasks to goals.  He or she must articulate viewpoints in such a way that positively influences dialogue.  This usually involves more listening than speaking.  The strategic leader must be able to communicate effectively with individuals up, down, and across the organization.  This type of leader can distill ideas into focused messages that inspire support and/or action from others.   

Seeing the future is somewhat easier than shaping the future.  You’ve got to convince people to follow your lead.  Next week, we’ll discuss the E in S.E.R.V.E—Engage and develop others.