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Sometimes the mission can be threatening to a leader: Total commitment to the mission means that there are real limits on the leader s authority If the leader issues orders that circumvent or contravene the mission, the members of the organization are obligated to protect the mission against the leader (Again, this is easier said than done) The Green Bay Packers mission could be boiled down to a succinct sentence: Winning isn t everything; it s the only thing I ll have more to say about this mission statement in 9, when I discuss my father s attitudes toward winning and losing Everything the Packers did was judged against this mission: If the proposed action didn t contribute to winning, it wasn t done In the fall of 1962, during the height of the Cuban Missile Crisis, our country s leaders made a series of nonnegotiable demands and set a number of deadlines that our adversaries in the Soviet Union had to meet or else The or else, everyone knew, was likely to be thermonuclear war The nation was in a high state of anxiety, to say the least One of these deadlines happened to coincide with a Packer practice session Someone approached my father and suggested that it might make sense to postpone the practice To hell with Cuba, Lombardi replied flatly Let s go to work! In 1969, during my father s all-too-brief stint with the Washington Redskins, someone asked him if practice could be postponed for a half hour so that the team could watch the Apollo astronauts blast off on their historic mission to the moon No, Lombardi replied; it wouldn t help either the Redskins or the astronauts to delay practice He then gave a short inspirational talk about courage and commitment and invited the entire team to kneel and say a prayer for the Apollo team Then practice began We had some practice, a player said later that day.

Activity Operations Master Disaster Recovery Domain Controller Promotion Domain Controller Disaster Recovery Trust Management Forest/Domain/OU Structure Management Active Directory Script Management Forest Time Service Management Access Control List Management Managing Saved Queries Managing Space within AD Managing the LDAP Query Policy Managing the AD Database DNS Event Log Verification DNS Record Management DNS Application Partition Management

W H AT I T TA K E S T O B E # 1

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INTRODUCING YOURSELF AND OTHERS (CHAPTER 17)

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SHAPE AND SHARE THE VISION Vision is more practical than mission Vision translates the mission into a concrete plan for results It describes the future you seek to create It is short and succinct Vision is a story communicated by symbols, analogies, and metaphors Good leaders are good storytellers, and that skill is critically important in the rendering of the vision A good vision is a story that gets people excited about bringing it to a successful conclusion The leader identifies the challenges that lie between the vision and the way things are today, focusing everyone s attention on the challenges, while still painting a picture of the successful end of the story Visions take place in a human context It s a reality of life that people and organizations slow down in the face of change Consciously or unconsciously, they start dragging their feet Psychologists tell us that planned change is far scarier than unplanned change It s like scheduling a root canal: You have a whole lot of time to worry about (and exaggerate) the impending trauma By definition, visions are all about planned adaptation to change If the vision-directed change is perceived as threatening, people begin shifting their loyalty from the organization to themselves At that point, the vision can be more of a negative than a positive Retaining people s loyalty is why good leaders involve all members of the organization in creating, articulating, and communicating the vision Good leaders share the vision-creating task, to broaden the base of ownership, generate commitment, and reduce the level of threat inherent in the planned adaptation to change Since all changes carry a price tag, leaders must give people a compelling reason to put forth their best effort This can be a twofold approach: challenge and reward Leaders keep people challenged by giving them responsibility and a chance to contribute to the vision People s commitment increases when they feel necessary when they see a clear connection between their individual effort and accomplishing the vision And in terms of reward, people.

Identity Server Administration Task List (continued)

will put more in if they stand to get more out They must be able to see a meaningful link between their effort and pain, on the one hand, and rewards, on the other If the change generates financial rewards, those rewards must be shared Victories should be celebrated, and recognition should be granted freely and often

Domain controller administration is really Active Directory administration Though you will need to manage the operation of the domain controllers themselves, you also need to manage the content of the Active Directory This

The premise for the vision ought to be: We can do better In other words, the fuel for realizing the vision has to be optimism Leaders must be enthusiastic and proactive, all the time communicating, communicating, and communicating the vision Getting the message out is a constant, never-ending task You need to be out and about, soliciting ideas, speaking to people s concerns, and enthusiastically selling the vision You may vary the medium and the venue, but you don t vary the message It s short, succinct, repeated often, and backed up by action Sooner or later, people begin to believe you mean it

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