In this episode of @TheScienceofLeadership Tom Collins interviews Dr. Phil Oldham, President of Tennessee Tech University, about the critical role of vision in leadership.

A distinguished leader in academia, Dr. Oldham holds a PhD in analytical chemistry from Texas A&M and has held key leadership roles, including Chair of the Chemistry Department and Dean at Mississippi State, and Provost at UT Chattanooga. Since becoming Tennessee Tech’s president in 2012, he has led remarkable academic and campus growth. He also serves on the NCAA Presidential Forum and the Tennessee Valley Corridor Board.

Drs. Collins and Oldham discuss how to create a vision, the importance of buy-in, and the impact of timing and culture on successful leadership. Dr. Oldham shares insights from his experience in academia, emphasizing the need for collective vision and the importance of trust and authenticity in leadership. The conversation also highlights practical steps for leaders to effectively communicate and implement their vision.

Keywords in this episode include leadership, vision, buy-in, organizational culture, timing, trust, authenticity, risk management, collective vision, growth mindset.

Key Takeaways

• Vision is a crucial part of leadership.

• Leaders help define a vision rather than create it.

• Timing is essential for implementing a vision.

• Cultural change in organizations takes time.

• Collective vision can exceed individual expectations.

• Failure is a learning opportunity, not a setback.

• Trust and authenticity are vital in leadership.

• Consistent leadership is necessary for success.

• A clear vision boosts organizational commitment.

• Practical steps are needed to create and communicate a vision.

Sound Bites

• "Vision without action is a pipe dream."

• "Action without vision is a nightmare."

• "You know it's working when it comes back to you."

References

Improved Alignment and Cohesion

• Collins, J. (2001). Good to Great: Why Some Companies Make the Leap and Others Don’t. HarperCollins, New York.

Increased Performance and Productivity

• Baum, J. R., Locke, E. A., & Kirkpatrick, S. A. (1998). A longitudinal study of the relation of vision and vision communication to venture growth in entrepreneurial firms. Journal of Applied Psychology, 83(1), 43-54.

Increased Creativity and Innovation

• De Jong, J. P., & Den Hartog, D. N. (2007). How leaders influence employees' innovative behavior. European Journal of Innovation Management, 10(1), 41-64.

Increased Organizational Commitment

• Jung, D. I., & Avolio, B. J. (2000). Opening the black box: An experimental investigation of the mediating effects of trust and value congruence on transformational and transactional leadership. Journal of Organizational Behavior, 21(8), 949-964.

Process for Casting a Vision and Getting Buy-in Start with Purpose & Values

• Collins, J. C., & Porras, J. I. (1996). Building your company’s vision. Harvard Business Review, 74(5), 65-77.

Engage Key Stakeholders

• Kotter, J. P. (1996). Leading Change. Harvard Business Review Press. Boston.

Craft an Inspiring Vision

• Kouzes, J. M., & Posner, B. Z. (2017). The Leadership Challenge (6th ed.). Wiley. Hoboken.

Communicate the Vision

• Nanus, B. (1992). Visionary Leadership: Creating a Compelling Sense of Direction for Your Organization. Jossey-Bass. Hoboken.

Show Alignment

• Senge, P. M. (1990). The Fifth Discipline: The Art & Practice of The Learning Organization. Doubleday. New York.

Empower the Team

• Avolio, B. J., & Bass, B. M. (2004). Multifactor Leadership Questionnaire: Manual and Sampler Set. Mind Garden. Redwood City.

Lead by Example

• Bass, B. M., & Steidlmeier, P. (1999). Ethics, character, and authentic transformational leadership behavior. The Leadership Quarterly, 10(2), 181-217.

Adapt as Needed

• Heifetz, R. A., Grashow, A., & Linsky, M. (2009). The Practice of Adaptive Leadership: Tools and Tactics for Changing Your Organization and the World. Harvard Business Review Press. Boston