November 11, 2025 • 20 mins
As a sidebar to the regular banter on here, we are adding another Parker... my teenage daughter, Ellie. Come along on my journey, teaching Ellie leadership. I'm sure it will be applicable to all leaders.
Today's lesson is the first part of showing Ellie how to "Set the Vision" as a leader.
Why is the vision important?
What are the steps to developing a vision?
What are reasonable timelines?
What does your vision do?
Today's lesson is the first part of showing Ellie how to "Set the Vision" as a leader.
Why is the vision important?
What are the steps to developing a vision?
What are reasonable timelines?
What does your vision do?
Mark as Played
Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Speaker 1 (00:00):
Parker Resource podcast was brought to you by our platinum sponsor,
SID Services. Ads and Coaches. Does the idea of a
sports information department at your school sound appealing? Sid Services
was founded with one goal in mind help athletic directors
and coaches with their sports information duties and responsibilities. Developed
a full service agency, they can help you with all
(00:20):
things sports information. SID Services will not graduate or lead
for another school. Instead, they will provide an ongoing and
knowledgeable resource for the entire athletic department. Their game plan
will be based off your needs, your wants, and your wishes.
Your direction will lead their services. For more information and
schedule an initial consultation, contact them today. Sid Services email
(00:43):
is info at sidh services dot com. That's info at
sid services dot com and their website is sid services
dot com. Hey everybody, welcome to our first episode of
(01:04):
Leader Matters podcast with me teaching Ellie, my daughter Ellie
leadership lessons. So Ellie's joining me. Thanks Ellie for being here.
Speaker 2 (01:12):
Of course I'm excited to learn about being a leader
and stuff and stuff.
Speaker 1 (01:17):
Yeah. So this picture on the screen that's our headline
picture for this podcast is what I use for my
profile picture. You know on Twitter and things like that,
and there's a little bit of Ellie in there. That's
why I like it. It's me with a team that
was a team on a day we went ten and
oh and then there's a little tiny Ellie head down there.
You see that. Yeah, So you know. Now, Ellie's in
(01:40):
tenth grade, she's currently first in her class. She's doing
great in school. But I'm realizing, you know, Ellie's going
to be gone pretty soon. So I wanted that she's
doing a great job in school. But I'm a teacher
some leadership lessons, and I thought it'd be great, since
I have so many guests on our podcast over the years,
to just have Ellie once week to talk a little
bit about leadership. So that's what we're going to be doing.
And Ellie, what you're gonna find is you can ask
(02:02):
any question. You can ask anything. It's not scripted, so
you want to know something to ask, but it should
be fun. So basically, there's ten things that leaders do,
and so everything that I talk about on all my podcast,
things I work with people. I've taught all these people leadership,
but I don't even tak my mom daughter. So I'm
starting today there's ten different things that we feel like
(02:22):
everything a leader does falls into that could be a coach,
an athletic director, a principal, a superintendent, a business leader,
a doctor, a lawyer, anybody that's a leader at a business,
anybody that's a leader and anything. The leader at school
is gonna do these ten things. Okay, they're gonna set
the vision, they're gonna set the tone, they're gonna build relationships,
they're gonna communicate, they're gonna manage a team of people,
(02:44):
they're gonna adapt, they're gonna invest, they're gonna have to reflect,
and then lastly that to be organized as show toughness.
And the way those ten things work is the first
thing you got to do is really set the vision
and set the tone right, so that goes first. Then
over time, what relationships, you communicate, you manage a team.
Then over time you're gonna have to catch some air,
(03:06):
get a air. You're gonna have to adapt, things will change,
you're gonna have to them best, you gonna have to reflect.
And then typically to be successful, you're gonna have to
do it when things don't go your way, and you
got to be really organized. So those are the ten
things we're gonna talk about over the next maybe you
know a bunch of these, but today we're gonna start
(03:26):
with the first one, talking about setting a vision. What
do you know about setting a vision?
Speaker 2 (03:32):
I mean, I would say like setting the vision, that
would be like what you want to do, like what
you're trying to do, Like what's the idea, what's your goal,
what you're going for exactly my interpretation.
Speaker 1 (03:44):
Sounds simple, but you'd be surprised that a lot of leaders,
a lot of coaches, you know, they want a job.
They want to be the head coach, or they want
to be the principal, or they want to be the
asthlet director, whatever it is, they don't really put a
lot of thought into what do they want it to
look like? When they are what's the end result? So
listen Umber one here. Ellie's first lesson is, before you
(04:04):
can arrive, you have to know where you're going. Sound
pretty simple, right, But before you can really be a
great leader, you have to vision that in your head.
You have to see through some things. I'm gonna give
you a couple examples of people that I think you
can learn from on that. So one I thought, Ellie,
you know a teenage girl. I thought of Starbucks, right.
(04:25):
You like Starbucks, right, Ellie? I do. Yeah, Starbucks is great.
So Howard Schultz was the CEO of Starbucks in two
thousand and eight. He had been before he left, he
came back, and really that's when Starbucks took off. It
becomes this big company that it is today is you know,
unbelievable amount of revenue, great business. And Howard returns in
two thousand and eight and the company was not doing well.
(04:46):
Actually it really wasn't doing well in two thousand before
you were born, Ellie, Like the year before you were born,
Starbucks wasn't doing that great. You know, like many people,
when you come in and the place isn't doing well,
the there's not really a long term vision. You just
want to fix things. So they want to cut, they
want to make things, they want to cut some people's salary,
or they want to make things more expensive for coffee.
That's usually what a lot of people would do. And Schultz,
(05:08):
the lesson he's taught over the years is he didn't
do any of that. He just thought about the vision,
like what do we want this thing to be? What
do we want Starbucks to look like? And so they
really took time to think about what do we want
Starbucks to be. And one of the things they did
was they shut down every store, seven one hundred stores
in there. And you know that seven thousand, one hundred
stars more than that now, but back then, seven thousand,
(05:29):
one hundred stores. They shut them down for a day
to just retrain everybody after they decided what they want
to be, and what they decided was, we had to
make it way more about human connection, way more about
being available to people, having the places for you know,
people to come and do their work or whatever it was.
And it couldn't just be about coffee. And when they
(05:50):
retrained people for that, they really steadily over the next
several years start killing it. But that starts with a
vision that Howard Schultz could see that before it ever happened.
So you need a map, right, Like, if we're trying
to go somewhere Elie we never been, we gonna need
a map, right. Well, you know, back in the day,
we had to pull out an actual map. Do you
(06:12):
know about that paper folding map, Yeah, a pay per
folding map. We had to pull that thing out unwrapped,
took up the whole car. You had to look at roads,
you had to pull off on the side of the road,
look at where you were going. We don't need that now,
but you still need a map. And all joking aside.
Your vision is the map. So you want to be
a leader, you want to be a leader of student
government for you, or you want to be a coach,
(06:33):
or you want to be an athletic director. You know,
if somebody wants to be a business leader, the map
on how to be successful. That really is that vision.
What do you see it becoming? And so I'll give
you one more example and then we'll talk about how
you make a vision. So this is a more practical
one maybe everybody knows. But John Kennedy the president of
the United States in the nineteen sixties. In nineteen sixty one,
(06:57):
Russia had already sent a satellite and called Sputnik. You
know about this a little bit, Okay, they sent us
satellite out in space. Freaked everybody out. I think that
was in like nineteen fifty seven, someone like that. And
so by nineteen sixty one, John Kennedy's the president and
he says, before the end of this decade, what year
(07:17):
would that be?
Speaker 2 (07:20):
End of the decade be nineteen seventy.
Speaker 1 (07:22):
Yeah, so before nineteen seventy, So the end of nineteen
sixty nine, we the Americans were going to put a
man on the Moon. Now, at the time, they had
no idea how to do that. I just want to
make that clear. They didn't have the science, they didn't
have the technology, they didn't have the wherewithal to really
do that. But it was possible. They thought it was possible,
but they couldn't do it at that time. That's a vision, right,
(07:45):
So he was talking about something he had seen the dead. Yeah,
that we hadn't really seen. So, but what it did
was he put a timeline on it. We're gonna talk
about good visions here in a minute, but there's some
timelines on that, right. So the end of the decade,
and it's pretty clear what the go was for one
American to step one foot on the moon. In the
(08:05):
next nine years, NASA takes off from that point. It
really aligned them. Everybody knows what their job is. It
motivated scientists, It gave them a goal that set a
destination and inspired some hope. We're gonna talk about that later.
Remember that word hope and challenge the team. So I
mean that becomes a thing. What do you know about that?
(08:26):
Do we achieve that goal?
Speaker 2 (08:28):
Yeah?
Speaker 1 (08:29):
Ironically? What year do you know? What year we stepped
foot on the moon. It's okay if you don't, Yeah,
you don't. Nineteen sixty nine, Well they did it in
this case. Did the president Kennedy even get to see this?
He did not? Why not got shot? Yeah, he was
assassinated in nineteen sixty three. But his vision carries on
(08:52):
into what the map was. Remember that vision is your
map as a leader, and he took that map and
everybody knows where to go. Okay. So those are a
couple examples, Howard Schultz with Starbucks, JFK and stepping on
the moon. But so what are the steps? This is
what I want to really teach you today, and then
we'll get out of here. And you ask them questions.
(09:12):
If you got one, what are the steps to developing
a successful vision? So if you decide you want to
be successful at something, and this could even be you
wanting to be the valictorian, or it could be you
want to get into a good college, but it can
also be somebody trying to lead their team of four
or five people at work, or trying to be a
successful coach or trying to be a principal or anything else.
(09:34):
You want to develop a successful vision. You want to
be a John F. Kennedy like vision or Howard Schultz
like vision. You gotta do these four things, okay, and
y'all know them in this order. So these are in order. First,
you got to ask yourself where are we now? Where
are we? Like what? Let's be real. Sometimes people lie
about that, you know, they get in there and say, well,
we're pretty good. No, you're not very good, or they
(09:57):
say we're not very good and they really are. You
got to be on where are we now? So Starbucks
was at this place right when Howard Schultz takes over
Where are we now? JFT comes in, where are we now?
We're not anywhere near getting a man on the moon.
Let's be real about it. Where do we want to be? Well,
in JF case case, we want to be on the moon, Right,
(10:18):
how are we going to get there? Well, we're gonna
have to develop the In that case, we're gonn to
develop the technology and get there, And how are we
going to assess this working? So let me go over
those four things again. People listening on the podcast, where
are you now? Where do you want to be? How
are you going to get there? And how will you
assess the plane? You need an answer to all four
of those. And what you do is you take all
four of those answers you put together and then you've
(10:42):
got a little bit of a vision. Okay, So you know,
for you what's something you would need a vision for?
Speaker 2 (10:51):
Well, I mean I want to I want to have
a high SAT score and I just took my PSAT
and I would like it to be higher. Okay, So
where am I now?
Speaker 1 (11:02):
So where you know you've got a p SAT score?
You don't? I mean you know what it is? Right,
It's a number? Where do you want to be? It's
a higher number? Right? How are you going to get there?
Speaker 2 (11:13):
So?
Speaker 1 (11:13):
How are you going to get that higher number? Magic? Yeah?
Speaker 2 (11:16):
I mean not magic, but mile. My plan was to study,
make sure I pay attention, make sure I do like
SAT prep and do like some kind of like read textbooks,
do like online programs.
Speaker 1 (11:28):
Yeah. So that's a plan. You have to follow through
that plan. So let's say that's a goal for a
year from now. So a year from now, you want
to have a high SAT score as a junior in
high school. How are you going to get there? Is
doing SAT prep, you know, trying to develop a little
more as a student, right, how are you going to
know if that's working? So like halfway through this year,
(11:50):
how are you going to assess the plan? You understand
what that means? How you're going to assess the plan?
Like how you know if I'm on the right track
or not or I need to regroup?
Speaker 2 (11:57):
Yeah, well, there's always like SAT prep. There's always like
practiced us. And I can see how I'm doing right
right then how far I've come since? Then if my
plan's working? If not, I can reassess. I can try
new things.
Speaker 1 (12:12):
Sure, because that's part of it. By the way, your
vision is not always going to be right. Like I
gave you some people that worked out nicely for it
worked out right, but sometimes you just got to reassess.
So now let's talk about the other people listening. Most
people listening aren't a sixteen year old girl, okay. Most
people listening or coaches or leaders of some sort. So
like if I was a coach, if I was going
(12:33):
back to coaching football and I was going to take
over a new team, okay, and I want to go
in there, and I'm gonna say, where are we now?
While am I look at the team and watch the film,
look at the players like we've got a lot of linemen,
or we've got a good quarterback, or we don't have
a good quarterback or whatever it is. Where are we now?
What do we have? Right? Where do we want to be? Well,
we want to be a team that gets in the playoffs.
How do you get in the playoffs in this region? Well,
(12:55):
we're going to have to develop a little better in
this aspect and this aspect and this aspect through these
practices and through the summer and right, how will we
know if it's working. Well, we're going to go in
the summer and we're going to play a few teams
in a scrimmage and when that stuff will kind of
get an idea of what needs to be regrouped. Does
that make sense? So it doesn't matter if you're talking
about SAT prep or if you're talking about coaching a
(13:16):
football team, you still develop that vision the same way.
Does that make sense? So if you're leading you know,
if you're the president of United States, or if you're
leading a Fortune five hundred company like Howard Schultz and
John Kennedy, same questions. You know, you start with where
are we now, where do we want to be, how
do we want to get there, and how we're going
(13:37):
to assist the plan Now to dive a little deeper.
Last thing for today, to dive a little deeper in this.
You want to put some timelines on your vision. I
think a key for Kennedy's vision, what's saying before the
end of the decade, we're going to do this And
so anytime you're thinking over as a leader, and this
is probably for new leaders, that's why we're starting to
step one less than one. We're talking about developing a vision,
(13:59):
figuring out what you want to be before you even
do it, before you take over. You want to think
about where do you want to be in thirty days,
sixty days, ninety days, three hundred and six, five days,
And I always say a thousand days because that's about
three years, right. So if you're thinking about my vision
for that football team I was taken over, what I
want to have done in thirty days, Well, I want
(14:19):
to go out and have met all the people in
the community. I want to know, like the Booster club people,
and you know, the basketball coach and you know, I
want to get to know some people. By sixty days,
I want to have sat down with every player individually
and talked to them. You know. By ninety days, we
want to have the coaching staff intact. You know. By
three hundred and sixty five days, of course, we want
to have the program established so the second year of
(14:42):
everything is better than the first year. And then by
a thousand days, we've got to have we've got to
have met that vision. Like if we hadn't done it
in three years, we're probably not going to do it,
you know, as a coach. Now, that's a coaching version
of that, because you got to think about what can
be attainable in each one of those things, because a
key component of a vision making ELIE is having realistic goals.
(15:04):
Like it's easy to say I'm gonna make a good
SAT score and I'm gonna study twenty eight of the
next thirty days, Like you're not gonna do that, So
don't come up with something unrealistic. Come up with something
attainable in thirty days, sixty days, ninety days, a year
and then basically three years. So those can be good
questions to ask yourself too. You're trying to set a vision.
(15:25):
Somebody right now listen to this is taking over as
a new leader somewhere in some capacity. They need to
think about what all want to be in thirty days,
we're going to be. In sixty days, we're on being,
ninety days, we're on being a year, we're going to
be in three years. You get those You're diving into
that vision pretty good because your vision really provides hope,
and hope is critical. This is why this is less
(15:49):
than number one. It's less than number one on purpose.
Hope is critical. You love football because I coach football
and you were at practice when you were little, and
you know every year everybody's zero and zero and they're excited,
right because they have hope. It's okay to have hope.
Hope is important.
Speaker 2 (16:06):
Now.
Speaker 1 (16:07):
Hope is not a strategy, and hope is not by
itself gonna do anything, but it is the first thing
you need. So every year you have hope that this
is gonna be the year that your team's gonna be good,
right whatever it is. Then as the year goes on,
you start to believe, and then if they stay good,
(16:27):
you start to knowing they're good. Hope to believe to
know is the steps to being successful. So you hope
you can get into a good college right now, because
you're seeing your grades and you're seeing some of your
SAT scores. You believe you can get into a good college.
Right you believe you can't. The next step for you
is to know. And the way you're gonna know is
(16:48):
to keep doing things. We're gonna learn over the next
hundred of these but right now, the hope is critical.
You have to have a vision. You have to think
of something ahead of time, a vision for what you
want it to be. If you don't know where you're going,
you don't have a map, you're going to be lost.
(17:09):
What do you think?
Speaker 2 (17:11):
Yeah, I mean I think, I mean, I think your
vision is It's obviously super important. I think it provides
a lot of motivation. I think having like a deadline
and stuff like that, it really helps you, like actually
meet your goal instead of just like saying you're going
to do something and then not doing it and then yeah,
(17:31):
the hope you hope that you can get something, and
then you start doing it, you do a good job,
and then you believe and then you know, you know
for sure that you've successfully met your goal. I think
that's really important, and.
Speaker 1 (17:43):
That's what everybody's working toward. Everybody's working toward knowing that
the vision is working, but it's not always going to
There's gonna be a lot of things that happen from
that first day to that last day. In any leadership journey,
there's gonna be a lot of things that happen. But
you're set up for failure if if you don't have
a vision. If you have a good vision, you got
a chance. But having a good vision doesn't mean you're
(18:06):
going to be successful. It just means you got a chance.
Now you got to get into belief in to know
and want to talk about that over the next many
of these. So we think, Ellie, did you learn a
good one lesson?
Speaker 2 (18:17):
I did? I think this was a good lesson. I
think it's a good starting point.
Speaker 1 (18:21):
Good starting point teaching leadership to Ellie because she's going
to abandon this, you know, in a couple of years.
And you know, if people listen to this and learn
something in addition to you, Ellie, that's great. But if
they don't and only you learn, then that's fine too.
So do you have anything to say to the people, like,
are you gonna have a like a you know, a
(18:43):
catchphrase or a send off as we do these. You
you know, I didn't prepare you for that, so yeah, I.
Speaker 2 (18:49):
Haven't worked on that. I'll try to figure one out
for next time.
Speaker 1 (18:52):
Yeah, you like, you know you need you watch like
PTI right, like they have a cornheiser waves that flag,
you know, like you need something than to on the
send off. Right. Yeah, So you'll have to talk to
your friends about that. But until next time, here's Elie.
Say by Elie. We'll see you next time. The Parker
(19:16):
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nine
Parker Resource podcast was brought to you by our platinum sponsor,
SID Services. Ads and Coaches. Does the idea of a
sports information department at your school sound appealing? Sid Services
was founded with one goal in mind help athletic directors
and coaches with their sports information duties and responsibilities. Developed
a full service agency, they can help you with all
(00:20):
things sports information. SID Services will not graduate or lead
for another school. Instead, they will provide an ongoing and
knowledgeable resource for the entire athletic department. Their game plan
will be based off your needs, your wants, and your wishes.
Your direction will lead their services. For more information and
schedule an initial consultation, contact them today. Sid Services email
(00:43):
is info at sidh services dot com. That's info at
sid services dot com and their website is sid services
dot com. Hey everybody, welcome to our first episode of
(01:04):
Leader Matters podcast with me teaching Ellie, my daughter Ellie
leadership lessons. So Ellie's joining me. Thanks Ellie for being here.
Speaker 2 (01:12):
Of course I'm excited to learn about being a leader
and stuff and stuff.
Speaker 1 (01:17):
Yeah. So this picture on the screen that's our headline
picture for this podcast is what I use for my
profile picture. You know on Twitter and things like that,
and there's a little bit of Ellie in there. That's
why I like it. It's me with a team that
was a team on a day we went ten and
oh and then there's a little tiny Ellie head down there.
You see that. Yeah, So you know. Now, Ellie's in
(01:40):
tenth grade, she's currently first in her class. She's doing
great in school. But I'm realizing, you know, Ellie's going
to be gone pretty soon. So I wanted that she's
doing a great job in school. But I'm a teacher
some leadership lessons, and I thought it'd be great, since
I have so many guests on our podcast over the years,
to just have Ellie once week to talk a little
bit about leadership. So that's what we're going to be doing.
And Ellie, what you're gonna find is you can ask
(02:02):
any question. You can ask anything. It's not scripted, so
you want to know something to ask, but it should
be fun. So basically, there's ten things that leaders do,
and so everything that I talk about on all my podcast,
things I work with people. I've taught all these people leadership,
but I don't even tak my mom daughter. So I'm
starting today there's ten different things that we feel like
(02:22):
everything a leader does falls into that could be a coach,
an athletic director, a principal, a superintendent, a business leader,
a doctor, a lawyer, anybody that's a leader at a business,
anybody that's a leader and anything. The leader at school
is gonna do these ten things. Okay, they're gonna set
the vision, they're gonna set the tone, they're gonna build relationships,
they're gonna communicate, they're gonna manage a team of people,
(02:44):
they're gonna adapt, they're gonna invest, they're gonna have to reflect,
and then lastly that to be organized as show toughness.
And the way those ten things work is the first
thing you got to do is really set the vision
and set the tone right, so that goes first. Then
over time, what relationships, you communicate, you manage a team.
Then over time you're gonna have to catch some air,
(03:06):
get a air. You're gonna have to adapt, things will change,
you're gonna have to them best, you gonna have to reflect.
And then typically to be successful, you're gonna have to
do it when things don't go your way, and you
got to be really organized. So those are the ten
things we're gonna talk about over the next maybe you
know a bunch of these, but today we're gonna start
(03:26):
with the first one, talking about setting a vision. What
do you know about setting a vision?
Speaker 2 (03:32):
I mean, I would say like setting the vision, that
would be like what you want to do, like what
you're trying to do, Like what's the idea, what's your goal,
what you're going for exactly my interpretation.
Speaker 1 (03:44):
Sounds simple, but you'd be surprised that a lot of leaders,
a lot of coaches, you know, they want a job.
They want to be the head coach, or they want
to be the principal, or they want to be the
asthlet director, whatever it is, they don't really put a
lot of thought into what do they want it to
look like? When they are what's the end result? So
listen Umber one here. Ellie's first lesson is, before you
(04:04):
can arrive, you have to know where you're going. Sound
pretty simple, right, But before you can really be a
great leader, you have to vision that in your head.
You have to see through some things. I'm gonna give
you a couple examples of people that I think you
can learn from on that. So one I thought, Ellie,
you know a teenage girl. I thought of Starbucks, right.
(04:25):
You like Starbucks, right, Ellie? I do. Yeah, Starbucks is great.
So Howard Schultz was the CEO of Starbucks in two
thousand and eight. He had been before he left, he
came back, and really that's when Starbucks took off. It
becomes this big company that it is today is you know,
unbelievable amount of revenue, great business. And Howard returns in
two thousand and eight and the company was not doing well.
(04:46):
Actually it really wasn't doing well in two thousand before
you were born, Ellie, Like the year before you were born,
Starbucks wasn't doing that great. You know, like many people,
when you come in and the place isn't doing well,
the there's not really a long term vision. You just
want to fix things. So they want to cut, they
want to make things, they want to cut some people's salary,
or they want to make things more expensive for coffee.
That's usually what a lot of people would do. And Schultz,
(05:08):
the lesson he's taught over the years is he didn't
do any of that. He just thought about the vision,
like what do we want this thing to be? What
do we want Starbucks to look like? And so they
really took time to think about what do we want
Starbucks to be. And one of the things they did
was they shut down every store, seven one hundred stores
in there. And you know that seven thousand, one hundred
stars more than that now, but back then, seven thousand,
(05:29):
one hundred stores. They shut them down for a day
to just retrain everybody after they decided what they want
to be, and what they decided was, we had to
make it way more about human connection, way more about
being available to people, having the places for you know,
people to come and do their work or whatever it was.
And it couldn't just be about coffee. And when they
(05:50):
retrained people for that, they really steadily over the next
several years start killing it. But that starts with a
vision that Howard Schultz could see that before it ever happened.
So you need a map, right, Like, if we're trying
to go somewhere Elie we never been, we gonna need
a map, right. Well, you know, back in the day,
we had to pull out an actual map. Do you
(06:12):
know about that paper folding map, Yeah, a pay per
folding map. We had to pull that thing out unwrapped,
took up the whole car. You had to look at roads,
you had to pull off on the side of the road,
look at where you were going. We don't need that now,
but you still need a map. And all joking aside.
Your vision is the map. So you want to be
a leader, you want to be a leader of student
government for you, or you want to be a coach,
(06:33):
or you want to be an athletic director. You know,
if somebody wants to be a business leader, the map
on how to be successful. That really is that vision.
What do you see it becoming? And so I'll give
you one more example and then we'll talk about how
you make a vision. So this is a more practical
one maybe everybody knows. But John Kennedy the president of
the United States in the nineteen sixties. In nineteen sixty one,
(06:57):
Russia had already sent a satellite and called Sputnik. You
know about this a little bit, Okay, they sent us
satellite out in space. Freaked everybody out. I think that
was in like nineteen fifty seven, someone like that. And
so by nineteen sixty one, John Kennedy's the president and
he says, before the end of this decade, what year
(07:17):
would that be?
Speaker 2 (07:20):
End of the decade be nineteen seventy.
Speaker 1 (07:22):
Yeah, so before nineteen seventy, So the end of nineteen
sixty nine, we the Americans were going to put a
man on the Moon. Now, at the time, they had
no idea how to do that. I just want to
make that clear. They didn't have the science, they didn't
have the technology, they didn't have the wherewithal to really
do that. But it was possible. They thought it was possible,
but they couldn't do it at that time. That's a vision, right,
(07:45):
So he was talking about something he had seen the dead. Yeah,
that we hadn't really seen. So, but what it did
was he put a timeline on it. We're gonna talk
about good visions here in a minute, but there's some
timelines on that, right. So the end of the decade,
and it's pretty clear what the go was for one
American to step one foot on the moon. In the
(08:05):
next nine years, NASA takes off from that point. It
really aligned them. Everybody knows what their job is. It
motivated scientists, It gave them a goal that set a
destination and inspired some hope. We're gonna talk about that later.
Remember that word hope and challenge the team. So I
mean that becomes a thing. What do you know about that?
(08:26):
Do we achieve that goal?
Speaker 2 (08:28):
Yeah?
Speaker 1 (08:29):
Ironically? What year do you know? What year we stepped
foot on the moon. It's okay if you don't, Yeah,
you don't. Nineteen sixty nine, Well they did it in
this case. Did the president Kennedy even get to see this?
He did not? Why not got shot? Yeah, he was
assassinated in nineteen sixty three. But his vision carries on
(08:52):
into what the map was. Remember that vision is your
map as a leader, and he took that map and
everybody knows where to go. Okay. So those are a
couple examples, Howard Schultz with Starbucks, JFK and stepping on
the moon. But so what are the steps? This is
what I want to really teach you today, and then
we'll get out of here. And you ask them questions.
(09:12):
If you got one, what are the steps to developing
a successful vision? So if you decide you want to
be successful at something, and this could even be you
wanting to be the valictorian, or it could be you
want to get into a good college, but it can
also be somebody trying to lead their team of four
or five people at work, or trying to be a
successful coach or trying to be a principal or anything else.
(09:34):
You want to develop a successful vision. You want to
be a John F. Kennedy like vision or Howard Schultz
like vision. You gotta do these four things, okay, and
y'all know them in this order. So these are in order. First,
you got to ask yourself where are we now? Where
are we? Like what? Let's be real. Sometimes people lie
about that, you know, they get in there and say, well,
we're pretty good. No, you're not very good, or they
(09:57):
say we're not very good and they really are. You
got to be on where are we now? So Starbucks
was at this place right when Howard Schultz takes over
Where are we now? JFT comes in, where are we now?
We're not anywhere near getting a man on the moon.
Let's be real about it. Where do we want to be? Well,
in JF case case, we want to be on the moon, Right,
(10:18):
how are we going to get there? Well, we're gonna
have to develop the In that case, we're gonn to
develop the technology and get there, And how are we
going to assess this working? So let me go over
those four things again. People listening on the podcast, where
are you now? Where do you want to be? How
are you going to get there? And how will you
assess the plane? You need an answer to all four
of those. And what you do is you take all
four of those answers you put together and then you've
(10:42):
got a little bit of a vision. Okay, So you know,
for you what's something you would need a vision for?
Speaker 2 (10:51):
Well, I mean I want to I want to have
a high SAT score and I just took my PSAT
and I would like it to be higher. Okay, So
where am I now?
Speaker 1 (11:02):
So where you know you've got a p SAT score?
You don't? I mean you know what it is? Right,
It's a number? Where do you want to be? It's
a higher number? Right? How are you going to get there?
Speaker 2 (11:13):
So?
Speaker 1 (11:13):
How are you going to get that higher number? Magic? Yeah?
Speaker 2 (11:16):
I mean not magic, but mile. My plan was to study,
make sure I pay attention, make sure I do like
SAT prep and do like some kind of like read textbooks,
do like online programs.
Speaker 1 (11:28):
Yeah. So that's a plan. You have to follow through
that plan. So let's say that's a goal for a
year from now. So a year from now, you want
to have a high SAT score as a junior in
high school. How are you going to get there? Is
doing SAT prep, you know, trying to develop a little
more as a student, right, how are you going to
know if that's working? So like halfway through this year,
(11:50):
how are you going to assess the plan? You understand
what that means? How you're going to assess the plan?
Like how you know if I'm on the right track
or not or I need to regroup?
Speaker 2 (11:57):
Yeah, well, there's always like SAT prep. There's always like
practiced us. And I can see how I'm doing right
right then how far I've come since? Then if my
plan's working? If not, I can reassess. I can try
new things.
Speaker 1 (12:12):
Sure, because that's part of it. By the way, your
vision is not always going to be right. Like I
gave you some people that worked out nicely for it
worked out right, but sometimes you just got to reassess.
So now let's talk about the other people listening. Most
people listening aren't a sixteen year old girl, okay. Most
people listening or coaches or leaders of some sort. So
like if I was a coach, if I was going
(12:33):
back to coaching football and I was going to take
over a new team, okay, and I want to go
in there, and I'm gonna say, where are we now?
While am I look at the team and watch the film,
look at the players like we've got a lot of linemen,
or we've got a good quarterback, or we don't have
a good quarterback or whatever it is. Where are we now?
What do we have? Right? Where do we want to be? Well,
we want to be a team that gets in the playoffs.
How do you get in the playoffs in this region? Well,
(12:55):
we're going to have to develop a little better in
this aspect and this aspect and this aspect through these
practices and through the summer and right, how will we
know if it's working. Well, we're going to go in
the summer and we're going to play a few teams
in a scrimmage and when that stuff will kind of
get an idea of what needs to be regrouped. Does
that make sense? So it doesn't matter if you're talking
about SAT prep or if you're talking about coaching a
(13:16):
football team, you still develop that vision the same way.
Does that make sense? So if you're leading you know,
if you're the president of United States, or if you're
leading a Fortune five hundred company like Howard Schultz and
John Kennedy, same questions. You know, you start with where
are we now, where do we want to be, how
do we want to get there, and how we're going
(13:37):
to assist the plan Now to dive a little deeper.
Last thing for today, to dive a little deeper in this.
You want to put some timelines on your vision. I
think a key for Kennedy's vision, what's saying before the
end of the decade, we're going to do this And
so anytime you're thinking over as a leader, and this
is probably for new leaders, that's why we're starting to
step one less than one. We're talking about developing a vision,
(13:59):
figuring out what you want to be before you even
do it, before you take over. You want to think
about where do you want to be in thirty days,
sixty days, ninety days, three hundred and six, five days,
And I always say a thousand days because that's about
three years, right. So if you're thinking about my vision
for that football team I was taken over, what I
want to have done in thirty days, Well, I want
(14:19):
to go out and have met all the people in
the community. I want to know, like the Booster club people,
and you know, the basketball coach and you know, I
want to get to know some people. By sixty days,
I want to have sat down with every player individually
and talked to them. You know. By ninety days, we
want to have the coaching staff intact. You know. By
three hundred and sixty five days, of course, we want
to have the program established so the second year of
(14:42):
everything is better than the first year. And then by
a thousand days, we've got to have we've got to
have met that vision. Like if we hadn't done it
in three years, we're probably not going to do it,
you know, as a coach. Now, that's a coaching version
of that, because you got to think about what can
be attainable in each one of those things, because a
key component of a vision making ELIE is having realistic goals.
(15:04):
Like it's easy to say I'm gonna make a good
SAT score and I'm gonna study twenty eight of the
next thirty days, Like you're not gonna do that, So
don't come up with something unrealistic. Come up with something
attainable in thirty days, sixty days, ninety days, a year
and then basically three years. So those can be good
questions to ask yourself too. You're trying to set a vision.
(15:25):
Somebody right now listen to this is taking over as
a new leader somewhere in some capacity. They need to
think about what all want to be in thirty days,
we're going to be. In sixty days, we're on being,
ninety days, we're on being a year, we're going to
be in three years. You get those You're diving into
that vision pretty good because your vision really provides hope,
and hope is critical. This is why this is less
(15:49):
than number one. It's less than number one on purpose.
Hope is critical. You love football because I coach football
and you were at practice when you were little, and
you know every year everybody's zero and zero and they're excited,
right because they have hope. It's okay to have hope.
Hope is important.
Speaker 2 (16:06):
Now.
Speaker 1 (16:07):
Hope is not a strategy, and hope is not by
itself gonna do anything, but it is the first thing
you need. So every year you have hope that this
is gonna be the year that your team's gonna be good,
right whatever it is. Then as the year goes on,
you start to believe, and then if they stay good,
(16:27):
you start to knowing they're good. Hope to believe to
know is the steps to being successful. So you hope
you can get into a good college right now, because
you're seeing your grades and you're seeing some of your
SAT scores. You believe you can get into a good college.
Right you believe you can't. The next step for you
is to know. And the way you're gonna know is
(16:48):
to keep doing things. We're gonna learn over the next
hundred of these but right now, the hope is critical.
You have to have a vision. You have to think
of something ahead of time, a vision for what you
want it to be. If you don't know where you're going,
you don't have a map, you're going to be lost.
(17:09):
What do you think?
Speaker 2 (17:11):
Yeah, I mean I think, I mean, I think your
vision is It's obviously super important. I think it provides
a lot of motivation. I think having like a deadline
and stuff like that, it really helps you, like actually
meet your goal instead of just like saying you're going
to do something and then not doing it and then yeah,
(17:31):
the hope you hope that you can get something, and
then you start doing it, you do a good job,
and then you believe and then you know, you know
for sure that you've successfully met your goal. I think
that's really important, and.
Speaker 1 (17:43):
That's what everybody's working toward. Everybody's working toward knowing that
the vision is working, but it's not always going to
There's gonna be a lot of things that happen from
that first day to that last day. In any leadership journey,
there's gonna be a lot of things that happen. But
you're set up for failure if if you don't have
a vision. If you have a good vision, you got
a chance. But having a good vision doesn't mean you're
(18:06):
going to be successful. It just means you got a chance.
Now you got to get into belief in to know
and want to talk about that over the next many
of these. So we think, Ellie, did you learn a
good one lesson?
Speaker 2 (18:17):
I did? I think this was a good lesson. I
think it's a good starting point.
Speaker 1 (18:21):
Good starting point teaching leadership to Ellie because she's going
to abandon this, you know, in a couple of years.
And you know, if people listen to this and learn
something in addition to you, Ellie, that's great. But if
they don't and only you learn, then that's fine too.
So do you have anything to say to the people, like,
are you gonna have a like a you know, a
(18:43):
catchphrase or a send off as we do these. You
you know, I didn't prepare you for that, so yeah, I.
Speaker 2 (18:49):
Haven't worked on that. I'll try to figure one out
for next time.
Speaker 1 (18:52):
Yeah, you like, you know you need you watch like
PTI right, like they have a cornheiser waves that flag,
you know, like you need something than to on the
send off. Right. Yeah, So you'll have to talk to
your friends about that. But until next time, here's Elie.
Say by Elie. We'll see you next time. The Parker
(19:16):
Resource Podcast is brought to you by Coastal Sports Turf.
Coastal Sports Turf mission is to provide beautiful, healthy and
safe natural turf grass playing surfaces for athletes and coaches
in Georgian. Many school systems cannot afford a licensed professional
turf grass manager. They have over twenty five years of
experience in turf grass management and are licensing bonded in Georgia,
providing weeded insect control plus fird fertility programs designed to
(19:40):
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Many coaches and staff have to maintain their fields and
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(20:00):
Sports Turf ll C at gmail dot com. That's Coastal
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