Executive Summary: The Art Of Leadership

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The Art of Leadership describes a vision as “a positive and future-focused image of what could and should be that focuses and energizes people; an essential requirement for effective leadership. A successful vision is leader-initiated, shared and supported by followers, comprehensive and detailed, and uplifting and inspiring” (Manning& Curtis, 2012, p.491). An organization had a vision for a new product that would place a huge emphasis on a wholesome image (Finkelstein, 2003, p.79-80). The organization worked on energizing people to get behind their brand and building a group of followers. Later, competitors became a major competitive force to the organizations product.
II. “Onliness is the true test of a zag. If you can’t say you’re the “only”, go back and start over” (Neumeier, 2007, p.65). “Brand alignment is the practice of linking your business strategy to customer experience-aligning all your company behaviors behind a clearly articulated zag” (Neumeier, 2007, p.72). The organization was too caught to past success of other brands to notice they had to create a whole new zag for this product.
III. The CEO will be responsible for unlinking the new product from
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Quality assurance will begin to evaluate its testing times of all products and how they can be cut without compromising the integrity of the product. They will begin to implement all new testing procedures as soon as they are available. “Feedback, especially from supervisors and peers, is the way to motivate our highest level of performance” (Bracksick, 2007, p.90) A feedback process will begin between plant managers and the quality assurance department on how production numbers are maintain while implementing the new testing processes. Over time, the feedback will begin to become positive and have a larger effect on QA performance rather than profit targets. Once the QA numbers have been aligned with the profitability numbers, then feedback can decrease. Meeting should occur almost on a daily

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