Inspiring To Others

01.01 – 01.
18 INSPIRING AND
MOTIVATING INDIVIDUALS
Becoming a Visionary Leader: !

How to Create and Communicate !
Your Vision!
Scott DeRue, PhD!

Associate Dean and Professor!
01.01 – 01.18 INSPIRING AND
The Business Case for !

Visionary Leadership!
Impact of Visionary Leadership on Team

Performance!
Create and communicate !
Create and communicatethe
thevision!
vision
Structure the team (roles, responsibilities,

Structure the team !
(roles, interdependence)
responsibilities, interdependence)!
Show consideration
Showforconsideration
individual team
for !
individual team members!
members
0% 2% 4% 6% 8%
Source: DeRue et al., Personnel Psychology, 2011

Impact of Visionary Leadership on Firm

Growth in Startups!
COMMUNICATED STRETCH! EMPLOYEE FIRM!
VISION! GOALS! CONFIDENCE! GROWTH!
.28* .22* .34*
KEY QUESTION… CONTROL FOR:

1.  Prior firm growth
What are the successful CEOs doing in their “Visions” 2.  Firm age, size
that spawns confidence and motivation? 3.  Region variability
4.  Access to capital
5.  CEO “passion” and
Note: 229 CEO-entrepreneurs in North America “tenacity”
Source: Baum & Locke, Journal of Applied Psychology, 2004
A Model for Creating and !

Communicating Your Vision!
Creating and Communicating Your Vision!
What you say…!

[substance]!
How you say it…!
[style]!
Why do we do !
what we do?!
DEVELOPING
YOUR VISION!
“…to be Earth’s most customer-centric company for

four primary customer sets: consumers, sellers,
enterprises, and content creators.”
“To refresh the world…to inspire moments of optimism

and happiness…to create value and make a difference.”
“…to change the world-wide poor

quality image of Japanese products.”
“…to democratize the

automobile.”
Why do we do !
what we do?!
DEVELOPING What does success

YOUR VISION! look like?!
“…to prevent and alleviate human suffering in the face of emergencies by

mobilizing the power of volunteers and the generosity of donors.”!
“We will experience the sheer joy of innovation and the

application of technology for the benefit and pleasure of the
general public. We will create products that become
pervasive around the world. We will be the first Japanese
company to go into the U.S. market and distribute directly.
We will succeed with innovations that U.S. companies have
failed at, such as the transistor radio. Fifty years from now,
our brand name will be as well known as any in the world,
and will signify innovation and quality that rival the most
innovative companies anywhere. “Made in Japan” will mean
something fine, not something shoddy.”
c. 1950
Why do we do !
what we do?!

How must we act

to ensure success?!
Respect + Integrity +
Communication + Excellence
“We treat others as we would like to be treated ourselves.”
“We do not tolerate abusive or

disrespectful treatment. Ruthlessness,
callousness and arrogance don't
belong here.”
“We believe our first responsibility is to the doctors, nurses and patients, to
mothers and fathers and all others who use our products and services.
In meeting their needs everything we do must be of high quality. We must
constantly strive to reduce our costs in order to maintain reasonable prices.
Customers' orders must be serviced promptly and accurately. Our suppliers and
distributors must have an opportunity to make a fair profit.
We are responsible to our employees…Everyone must be considered as an individual. We must respect their dignity
and recognize their merit. They must have a sense of security in their jobs. Compensation must be fair and adequate,
and working conditions clean, orderly and safe. We must be mindful of ways to help our employees fulfill their family
responsibilities. Employees must feel free to make suggestions and complaints. There must be equal opportunity for
employment, development and advancement for those qualified. We must provide competent management,
and their actions must be just and ethical.
We are responsible to the communities in which we live and work and to the world community. We must be good citizens
— support good works and charities and bear our fair share of taxes. We must encourage civic improvements and
better health and education. We must maintain in good order the property we are privileged to use, protecting the
environment and natural resources.
Our final responsibility is to our stockholders. Business must make a sound profit. We must experiment with new ideas.
Research must be carried on, innovative programs developed and mistakes paid for. New equipment must be
purchased, new facilities provided and new products launched. Reserves must be created to provide for adverse times.
When we operate according to these principles, the stockholders should realize a fair return.
•  17.2% drop in stock price !

in one week ($1Bn in value)!
•  Earnings estimates dropped !
35% immediately!
•  Recalled all Tylenol, $100M!
•  Category share dropped !
from 37% to 4% in one week!
•  Kept all Tylenol employees!
•  Re-launched with tamper proof
packaging and coupons (10wks)!
“We believe that we are on the face of the earth to make great
products and that's not changing. We are constantly focusing on
innovating. We believe in the simple not the complex. !
We believe that we need to own and control the primary
technologies behind the products that we make, and participate
only in markets where we can make a significant contribution. !
We believe in saying no to thousands of projects, so that we can
really focus on the few that are truly important and meaningful to
us. We believe in deep collaboration and cross-pollination of our
groups, which allow us to innovate in a way that others cannot.
And frankly, we don't settle for anything less than excellence in
every group in the company, and we have the self-honesty to admit
when we're wrong and the courage to change.”!
- Tim Cook!
Why do we do !
what we do?!

How must we act

to ensure success?!
Checklist: What you say!!

•  Refer to fundamental values
•  Use stories, anecdotes, metaphors, and analogies
•  Use rhetorical questions and 3-part lists
•  Express moral conviction
–  Referring to the beneficiaries of your work (“customer”)
•  Use inclusive language (“we”, “our”)
•  Repeat, repeat, repeat
Assignment: !
Developing a Vision for Your Team!
!
In 300 words or less…!
Draft a vision for your team. Make sure you !
answer the 3 questions. Use the checklist.!
A Model for Creating and !

!
What you say vs. How you say it!
The Importance of Non-Verbals in

•  Not about being loud!
•  Keys to success:!
–  Vary your intonation, volume, and pitch!
IMPORTANT
–  Smile (genuinely)! Up to 60% of the
–  Maintain an open body posture! socio-emotional meaning
of a message is conveyed
via non-verbal cues!
The Importance of Non-Verbals in

•  Not about being loud!
•  Keys to success:!
–  Vary your intonation, volume, and pitch!
IMPORTANT
–  Smile (genuinely)! Up to 60% of the
–  Maintain an open body posture! socio-emotional meaning
of a message is conveyed
via non-verbal cues!
Closed Open
“Low Power” “High Power”
What are the most “High Power” body

positions?!
Body postures and physiology!

Testosterone Change Cortisol Change
(pg/ml) (pg/ml)
12 0.05
8 20% increase in 0.025
4 energy
0
0
25% decrease in
-0.025
-4 stress
-8 -0.05
High Power Low Power High Power Low Power
Source: Carney et al. Psychological Science, 2010
You can learn to be charismatic!!

Controlling for baseline charisma, age, gender, speech length, and language…
and 3 months after training:
•  13% increase in perceived “charisma”
•  14% increase in perceived “competence”
Source: Antonakis et al., Academy of Management Learning and Education, 2011

Visionary Leadership in U.S. Politics!

31 U.S. Presidents from Washington to Carter. Analyzed speeches,
editorials, and biographies to assess charisma…
Non-Charismatic Neutral Charismatic
TYLER POLK JEFFERSON
PIERCE CLEVELAND JACKSON
BUCHANAN TRUMAN LINCOLN
ARTHUR T. ROOSEVELT
HARDING F. D. ROOSEVELT
COOLIDGE KENNEDY
17% 66% 100%

Percent either reelected or assassinated.
Source: House et al., Administrative Science Quarterly, 1991

Recap: Becoming a Visionary Leader!
•  Business case for visionary leadership!

•  Creating and communicating your vision!
–  What you say ! 3 questions and checklist!
–  How you say it ! non-verbal communication,
e.g., body posture!
•  Practice! Practice! Your vision for your team.!
•  Remember: repeat, repeat, and repeat!!
Image Attributions
“Steve Jobs speaks…” by Ben Stanfield is licensed under CC BY-SA 2.0
“Steve Ballmer at CES 2010” by Steve Ballmer pa CES 2010 is licensed CC BY 2.0
“Amy Cuddy – PopTech 2011 – Camden Maine USA” by PopTech is licensed CC BY-SA 2.0
“July Black wears a red gown…” by Jason Hargrove is licensed CC BY 2.0
“Al Gore at SapphireNow 2010” by Tom Raftery is licensed CC BY-SA 2.0
“A Teliris telepresence videoconferencing system” by Fuelrefuel is licensed CC BY-SA 3.0

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01.01 – 01.

Becoming a Visionary Leader: !

Scott DeRue, PhD!

The Business Case for !

Impact of Visionary Leadership on Team

Structure the team (roles, responsibilities,

Source: DeRue et al., Personnel Psychology, 2011

Impact of Visionary Leadership on Firm

KEY QUESTION… CONTROL FOR:

A Model for Creating and !

Creating and Communicating Your Vision!

What you say…!

“…to be Earth’s most customer-centric company for

“To refresh the world…to inspire moments of optimism

“…to change the world-wide poor

“…to democratize the

DEVELOPING What does success

“…to prevent and alleviate human suffering in the face of emergencies by

“We will experience the sheer joy of innovation and the

DEVELOPING What does success

How must we act

“We do not tolerate abusive or

• 17.2% drop in stock price !

DEVELOPING What does success

How must we act

Checklist: What you say!!

A Model for Creating and !

The Importance of Non-Verbals in

The Importance of Non-Verbals in

What are the most “High Power” body

Body postures and physiology!

You can learn to be charismatic!!

Source: Antonakis et al., Academy of Management Learning and Education, 2011

Visionary Leadership in U.S. Politics!

17% 66% 100%

Source: House et al., Administrative Science Quarterly, 1991

Recap: Becoming a Visionary Leader!

• Business case for visionary leadership!

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•  17.2% drop in stock price !

•  Business case for visionary leadership!