RULE 6: BUSINESS FOR THE LONG TERM
McDonald’s - a Masterclass in Vision & Integration: Creating Winning Teams
Successful organizations in the 21st century are increasingly more focused on the foundation of a strong vision, articulated through a mission statement and their reason why. And then sharing the long-term plan and differentiation in the market with their stakeholders. Furthermore, in contemporary entrepreneurial parlance, the need for both "visionary" and "integrator" roles in leadership are regularly promoted.
Visionary Ray Kroc didn't invent fast-food as we know it, innovators Richard and Maurice McDonald did. He did however invent the global business we see today in ‘McDonald’s.’ His story highlights the power of vision in building a global brand. Kroc, a milkshake machine salesman, saw the potential in the McDonald brothers' efficient system. Then it was his determination that relegated them to supporting roles, and a crucial pivot towards real estate that fuelled its explosive growth.
That pivot came from a chance meeting with Harry Sonneborn. Playing a classic Integrator role, it was Sonneborn who engineered the real estate opportunity that transformed the company's finances and expansion plans. Together, they formed a coalition as visionary and integrator that tells a classic tale in the power of both components working together.
Typically in most companies, the entrepreneur is the visionary seeing the bigger picture, and the leadership teams are the integrators making it happen. In order for a business to evolve and grow, employees in the organization should be able to relate to the central vision and purpose. They need to believe in the market difference and feel the same as the founders about the mission. As well as espousing this purpose, everyone should be aligned to the long term plan and associated momentum required in the immediate term.
Crucially, the McDonald's story implicitly reflects the principles of Covey’s, "7 Habits of Highly Effective People." Covey emphasised the importance of integrity and maturity as foundational in forging personal and organizational success. Kroc's achievement, while controversial in some of his methods, perhaps of its time, ultimately relied on building a team that (at least ostensibly) embraced values like hard work, efficiency, and consistency, aligning their actions with the company's goals.
The role of each and every leader in modern business involves them integrating the values born out of the core vision and purpose, effectively adopting the role of a social influencer. Leadership teams need to promote the values from the introductory stage of recruitment and onboarding, all the way through each person’s professional journey. Business growth will be determined by the percentage of the workforce engaged in this process.
Realistically, at some point in any organization, there will always be a glass bottom lurking somewhere. Those swimming under the glass bottom will be detached from the vision, purpose and values, and working inwardly. Penetrating this requires a deliberate shift in embracing structure and a focus on people development. Building and implementing proven management systems while necessary, is not enough. Promoting the culture and building a healthy social influence trail requires nurturing a growth mindset in individuals and teams. This involves engaging in: framing best practice and carrying out honest self-evaluation; controlling one’s conscious awareness; applying reflective practice; and aligning their personal goals and values to the business.
