Guest Column: The Visionary Leader

“In order to take the organization to the highest possible level, leaders must engage their people with a compelling and tangible vision,” said Warren Bennis, PhD, a prominent scholar and author on leadership. Research shows that approximately 71% of managers are not fully aligned with the leader’s vision, and only 29% of employees say their leader’s vision for the future is aligned with the organization’s vision. Plus, a large segment of employees does not believe the organization’s vision has been clearly communicated.1 These are troubling facts that underscore the criticality of this essential leadership responsibility.

The Impact of Visionary Leadership

We are all likely familiar with some of history’s most famous leaders and their visions: Dr. Martin Luther King Jr.’s vision for equality, President John F. Kennedy’s vision to land a person on the moon, and Henry Ford’s vision to transform the automotive industry. Visions like these often originate as merely a kernel of an idea that eventually evolves into a more vivid picture of a compelling, better, and brighter future.

Visionary leaders are sometimes mocked and ridiculed for what is viewed as a too bold, seemingly impossible idea. Apple’s “Think Different” ad campaign from the late 1990s featured a poem that celebrated people who are “crazy enough to think they can change the world.” Steve Jobs, former CEO of Apple, envisioned a digital revolution driven by the iPod and iPhone—and the rest of that story is well-known. The visionary leader is a nonconformist. They challenge the status quo, think outside the box, pursue novel ideas, and go against conventional practices to drive significant change.

The visionary leader is a nonconformist. They challenge the status quo, think outside the box, pursue novel ideas, and go against conventional practices to drive significant change.

Organizational Vision

One of my favorite business maxims is, “If you don’t know where you are going, any road will take you there.” That said, why is an organizational vision essential? It is essential for several key reasons. First, it provides the organization with a clear path forward, a roadmap to a future state. Second, it serves to motivate, inspire, and engage the organization in the hard work of realizing that future state. The German philosopher Friedrich Nietzsche said, “He who has a why to live can bear almost any how.” Third, it aligns everyone in the organization toward a set of shared goals. Fourth, it aids in decision-making by providing a framework. Fifth, it can assist in attracting top talent and gaining external shareholder buy-in. Lastly, I would add that it can differentiate the organization from competitors by showcasing unique aspirations and values. And I have always liked the notion of the vision as the organization’s north star, its guiding light.

Vision as a Skill Set

In a previous column I wrote that we’re not all natural-born leaders, and that leadership skills can be learned. This certainly applies to the skills associated with visioning. Visionary leaders share some common qualities and abilities. They are often imaginative and innovative. They have a communicative and collaborative style. They are goal-oriented risk-takers. They are usually both enthusiastic and persistent.

The visionary leader is sometimes thought of as a charismatic extrovert. But this is not a requirement, nor is it the case with some of the most recognized visionary leaders. Bill Gates of Microsoft and Larry Page of Google are two prime examples. Studying leaders like these and others can help develop the competency of visionary leadership. Nevertheless, I would submit that this is a skill set that does not always come easy, even for the seasoned leader.

Establishing a Vision

The process of establishing a vision is the first step on a journey of creation, innovation, improvement, and transformation. There are various approaches and techniques for developing an organizational vision. A 5- to 10-year horizon is a good timeframe to consider. Regardless of whether the vision begins as a leader’s flash of insight or emerges over an extended period, a structured set of activities is required to best ensure a successful outcome.

At a macro level, the visioning process has four major steps: preparation, creation, communication, and follow-up activity. Team meetings, retreats, and workshops are a part of each. These processes range from the very formal to the very informal. The effort of shaping an organization’s vision does not fall on the leader’s shoulders alone. At its core, visioning is a social process. It is a team sport. Selecting the right team members is extremely important. To be comprehensive, the team will need to be inclusive, engage a broader group, and consult various subject matter experts as the work advances. As with any major initiative, celebrating milestones along the way is always a good practice.

Constructive disagreement isn’t just a skill—it’s a tool for progress that will help us thrive in an ever-evolving industry

Leading with Vision

An effective organizational vision directs, guides, and motivates members to improve organizational performance strategically. In effect, they are saying, “We want our organization to be different from what it is now and better tomorrow than it is today.” A vision brings purpose and meaning to work, enabling employees to be a part of something bigger. It should enable the organization to realize its potential, exploit opportunities, and be a source of pride. In the song “Scarlet Begonias,” the Grateful Dead sang, “Once in a while you get shown the light, in the strangest of places if you look at it right.”