by Eric Garner
The one thing that distinguishes great leaders from also-rans is
the power, depth, and breadth of their vision. Vision is a strange concept.
It’s much more than just a goal or purpose - visions paint a fuller picture
describing our most cherished dreams, hopes and possibilities.
1. Seeing Possibilities.
The ability to see
possibilities that others don’t see is one of the
hallmarks of great leaders. Where most of us see just a
consignment of goods, leaders see an exciting product that can
change someone’s life.
hallmarks of great leaders. Where most of us see just a
consignment of goods, leaders see an exciting product that can
change someone’s life.
Where most of us see an
office with space for desks and filing
cabinets, leaders see a place where teams can do
groundbreaking work. Where most of us see people with names
and titles, leaders see budding organizational champions. As
George Bernard Shaw said, “Some people see things as they are
and ask “Why?” I see things that are not and ask “Why not?””
2. Clear and Compelling.
cabinets, leaders see a place where teams can do
groundbreaking work. Where most of us see people with names
and titles, leaders see budding organizational champions. As
George Bernard Shaw said, “Some people see things as they are
and ask “Why?” I see things that are not and ask “Why not?””
2. Clear and Compelling.
Management writer
Warren Bennis was fascinated by the ability
of leaders to see what the rest of us can’t see. A few years ago,
he carried out a study of 90 top leaders in the United States.
They included the first man to set foot on the moon, Neil
Armstrong.
of leaders to see what the rest of us can’t see. A few years ago,
he carried out a study of 90 top leaders in the United States.
They included the first man to set foot on the moon, Neil
Armstrong.
What Bennis discovered was
that, despite their different
backgrounds, disciplines, and circumstances, these people all
had one thing in common: a clear and compelling vision of what
they wanted to realize. To them, the vision wasn’t at some point
in the future. It was right in front of their eyes.
3. A Vision Without Limits.
backgrounds, disciplines, and circumstances, these people all
had one thing in common: a clear and compelling vision of what
they wanted to realize. To them, the vision wasn’t at some point
in the future. It was right in front of their eyes.
3. A Vision Without Limits.
The truly great leaders
don’t put limits on their vision. They go
for the biggest dream they can imagine even if it is only realized
at some time in the future when they are no longer around.
for the biggest dream they can imagine even if it is only realized
at some time in the future when they are no longer around.
There is a story about the filmmaker
Walt Disney who died six
years before the opening of the first Disney World. At the
opening ceremony, two Disney executives were sitting together.
One said, “Too bad Walt couldn’t have been here to see this.”
The other replied, “You’re wrong. Walt did see it. That’s why it’s
here.”
years before the opening of the first Disney World. At the
opening ceremony, two Disney executives were sitting together.
One said, “Too bad Walt couldn’t have been here to see this.”
The other replied, “You’re wrong. Walt did see it. That’s why it’s
here.”
While
most of us see no more than three months ahead,
outstanding leaders can see several years ahead. Elliott Jaques
of Brunel University believed that one person in a million could
see 20 years ahead. The Japanese industrialist Konosuke
Matsushita even has a 250-year plan for his business.
4. Drawing Others In.
outstanding leaders can see several years ahead. Elliott Jaques
of Brunel University believed that one person in a million could
see 20 years ahead. The Japanese industrialist Konosuke
Matsushita even has a 250-year plan for his business.
4. Drawing Others In.
Leaders do more than
have a vision of what is possible; they
articulate it and draw others in. They do this through metaphor,
images, and by triggering the innate desire of all people to be
part of something big. Compare the visions of the two leading
soft-drinks companies in America in the 1920’s.
articulate it and draw others in. They do this through metaphor,
images, and by triggering the innate desire of all people to be
part of something big. Compare the visions of the two leading
soft-drinks companies in America in the 1920’s.
One was
a Boston-based company called Moxies. Their stated
aim was “to sell herb-based drinks”. Nothing to get excited
about there. The other company’s vision was “to quench the
thirst of a nation”. That company was Coca Cola. Today, nobody
remembers Moxies.
5. Action.
aim was “to sell herb-based drinks”. Nothing to get excited
about there. The other company’s vision was “to quench the
thirst of a nation”. That company was Coca Cola. Today, nobody
remembers Moxies.
5. Action.
Without action, visions
are just dreams. They are creations of
our imagination, no more. But with action and the ability to see
the steps from where we are now to where we can be, dreams
become reality. In Shell UK, managers are taught to develop a
quality known as “helicopter vision”.
our imagination, no more. But with action and the ability to see
the steps from where we are now to where we can be, dreams
become reality. In Shell UK, managers are taught to develop a
quality known as “helicopter vision”.
This is
the ability to see across three time zones of the future, as
if in a hovering helicopter. From here, you can see the near
plains, the middle range foothills and the distant peaks. Being
able to see all three zones at once harmonizes your tactical
actions, your operational planning and your overall strategy.
There is a clear map to the realization of the vision.
if in a hovering helicopter. From here, you can see the near
plains, the middle range foothills and the distant peaks. Being
able to see all three zones at once harmonizes your tactical
actions, your operational planning and your overall strategy.
There is a clear map to the realization of the vision.
We all dream but few of
us remember our dreams let alone act
on them. But leaders are different. They make a difference to
our daily lives and our collective lives. They do this by capturing
our dreams, nurturing them with care, and in the fullness of
time helping us bring them to the glorious light of day.
on them. But leaders are different. They make a difference to
our daily lives and our collective lives. They do this by capturing
our dreams, nurturing them with care, and in the fullness of
time helping us bring them to the glorious light of day.
© Eric Garner, ManageTrainLearn.com.