Comments on: Luxottica, world leader in premium and luxury prescription frames and sunglasses, stuns all with daring stakeholder relationship program http://www.prconversations.com/index.php/2009/02/luxottica-world-leader-in-premium-and-luxury-prescription-frames-and-sunglasses-stuns-all-with-daring-stakeholder-relationship-program/ Global discussion of public relations from local perspectives Mon, 21 May 2012 00:30:21 +0000 http://wordpress.org/?v=2.9.2 hourly 1 By: Tim McMahon http://www.prconversations.com/index.php/2009/02/luxottica-world-leader-in-premium-and-luxury-prescription-frames-and-sunglasses-stuns-all-with-daring-stakeholder-relationship-program/comment-page-1/#comment-1443 Tim McMahon Thu, 12 Feb 2009 15:08:15 +0000 http://www.prconversations.com/?p=522#comment-1443 Toni, I will send you a copy soon. We live in exciting times! You will know best what to do with it. Tim Toni,
I will send you a copy soon. We live in exciting times! You will know best what to do with it.
Tim

]]> By: Toni Muzi Falconi http://www.prconversations.com/index.php/2009/02/luxottica-world-leader-in-premium-and-luxury-prescription-frames-and-sunglasses-stuns-all-with-daring-stakeholder-relationship-program/comment-page-1/#comment-1442 Toni Muzi Falconi Wed, 11 Feb 2009 08:52:46 +0000 http://www.prconversations.com/?p=522#comment-1442 How great to hear from you Tim and a warm welcome here! I am happy to learn you have completed your dissertation on leadership and, from the few words you have shered with us here, I am very very curious to have an opportunity to read it. You have three options, Tim: a) you send me a copy and I will make it available here to interested readers; b) you send me a copy, I will read it and write a post; c) you send me a post summarizing it and I will post it here (together with a copy fo the dissertation for me to read). Of course I ma sure readers would prefer the third with an option to also read the full text. You decide. You considerations are higly stimulating and, no, I do not think you are stretching the limits of pr eny more than you are stretching, by your bold thoughts, the limits of management. In my view, members of organizations permanently participate in the construction of meaning and sense...whether they like it or not.. And sometimes (always?) even the destruction of meaning and sense is a constructive feature. Leadership (what you call the essence of 21st leadership..)appears on the scene when and if this process happens with awareness, and with a sufficient amount of governance to enable its orientation towards accelerating shared organizations aims and objectives. I agree that effective two-way and symmetric relationships can only happen when the organization listens to, understands and interprets, together with traditional and still relevant boundary spanning, the expectations of its stakeholder publics and incorporates these into that complex patchwork which alwasy faces leadership when it needs to take a decision. Thank you for your thoughts, toni How great to hear from you Tim and a warm welcome here! I am happy to learn you have completed your dissertation on leadership and, from the few words you have shered with us here, I am very very curious to have an opportunity to read it. You have three options, Tim: a) you send me a copy and I will make it available here to interested readers; b) you send me a copy, I will read it and write a post; c) you send me a post summarizing it and I will post it here (together with a copy fo the dissertation for me to read). Of course I ma sure readers would prefer the third with an option to also read the full text. You decide.
You considerations are higly stimulating and, no, I do not think you are stretching the limits of pr eny more than you are stretching, by your bold thoughts, the limits of management.
In my view, members of organizations permanently participate in the construction of meaning and sense…whether they like it or not..
And sometimes (always?) even the destruction of meaning and sense is a constructive feature.
Leadership (what you call the essence of 21st leadership..)appears on the scene when and if this process happens with awareness, and with a sufficient amount of governance to enable its orientation towards accelerating shared organizations aims and objectives.
I agree that effective two-way and symmetric relationships can only happen when the organization listens to, understands and interprets, together with traditional and still relevant boundary spanning, the expectations of its stakeholder publics and incorporates these into that complex patchwork which alwasy faces leadership when it needs to take a decision.
Thank you for your thoughts,
toni

]]> By: Tim McMahon http://www.prconversations.com/index.php/2009/02/luxottica-world-leader-in-premium-and-luxury-prescription-frames-and-sunglasses-stuns-all-with-daring-stakeholder-relationship-program/comment-page-1/#comment-1441 Tim McMahon Mon, 09 Feb 2009 03:07:10 +0000 http://www.prconversations.com/?p=522#comment-1441 The idea of bringing new conceptual thinking to total employee compensation is refreshing. How will PR play in this unfolding scheme? While Luxottica's approach promises hope, it seems that relationship building hinges on developing yet more elements of employee empowerment. This would include a model replete with: (1) imparting vision, (2) removing barriers for individual and group performance, (3) providing structure for members of the firm to take action, and (4) developing self-efficacy. In my recently completed dissertation I observed an organization that socially constructed leadership to act on its members' mutual needs--the essence of 21st century leadership. I discovered, rather than the leader establishing meaning, members of the firm constructed meaning that directed leadership opportunities for each member of the firm. This led to the firm taking action that might have escaped the leader at the top of the firm. This, I believe, is the overwhelming power of two-way communication. Your story here about Luxottica suggests an enterprise that is trusting its members and willing to reward personal behavior that serves organizational goals. Imagine the power of an organization that shifts the role of relationships in the firm from influence to meaning making, from dominate to participative, from motivation to a framework for action, and other empowering behaviors, all evidence of social construction. Maybe I am stretching the limits of PR, but I do not think so. In these tough times, we must vigorously confront reality, expand individual and organizational knowledge, and create safety for members of the firm to take legitimate bold action. This is the essence of two way communication. This is a dynamic approach that could inform the firm's public relations planning and execution in a powerful way. Food for thought. I will be further developing this concept and would welcome your feedback. Tim The idea of bringing new conceptual thinking to total employee compensation is refreshing. How will PR play in this unfolding scheme?

While Luxottica’s approach promises hope, it seems that relationship building hinges on developing yet more elements of employee empowerment. This would include a model replete with: (1) imparting vision, (2) removing barriers for individual and group performance, (3) providing structure for members of the firm to take action, and (4) developing self-efficacy.

In my recently completed dissertation I observed an organization that socially constructed leadership to act on its members’ mutual needs–the essence of 21st century leadership. I discovered, rather than the leader establishing meaning, members of the firm constructed meaning that directed leadership opportunities for each member of the firm. This led to the firm taking action that might have escaped the leader at the top of the firm. This, I believe, is the overwhelming power of two-way communication.

Your story here about Luxottica suggests an enterprise that is trusting its members and willing to reward personal behavior that serves organizational goals. Imagine the power of an organization that shifts the role of relationships in the firm from influence to meaning making, from dominate to participative, from motivation to a framework for action, and other empowering behaviors, all evidence of social construction.

Maybe I am stretching the limits of PR, but I do not think so. In these tough times, we must vigorously confront reality, expand individual and organizational knowledge, and create safety for members of the firm to take legitimate bold action. This is the essence of two way communication.

This is a dynamic approach that could inform the firm’s public relations planning and execution in a powerful way.

Food for thought. I will be further developing this concept and would welcome your feedback.

Tim

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