Ducks In A Row: Leadership Vision
December 2, 2008 by Miki Saxon
Or as our soon-to-be ex President called it, “That vision thing.”
Do you get as tired as I do hearing the pundits and media demanding and then dissecting whatever ‘vision’ has been offered up? Many of which make you wonder exactly what the vision author was high on when the vision struck.
Yet vision is supposed to be one the great differences between leaders and the rest of us.
The fifth definition of vision is “a vivid, imaginative conception or anticipation” and I’m willing to bet that you do that often, we all do, but especially those who have specific ideas for the future.
They go by other names—goals, plans, objectives, ambitions, aspirations, purpose, aim—but to achieve them you need to visualize where you want to go and how you’re going to get there.
The first part is your vision, whether you’re Steve Jobs with a vision of the iPod, the child who plays doctor and grows up to be a surgeon, the couple who falls in love and plans a family or the laid-off worker whose purpose is to survive the current mess.
The second part is how to get there. As someone once said, “a goal without a plan is a dream” and dreams rarely come true without the plan.
Whether you’re a manager, student or parent recognize that your goal/plan/objective/ambition/aspiration/purpose/aim is, in reality, your vision and treat it with the respect it deserves.
- Write it down;
- think it through;
- describe it in detail;
- determine how to achieve it;
- write down the steps;
- commit yourself; and
- do it.
Visions aren’t carved in stone, they need to breath and live as you do; that means you may need to modify, put on hold, or even scrap your vision—but not at the first bump in the road. Visions are worth fighting for, but rarely worth dying for—even metaphorically.
Think of it this way: Life happens; the world happens; flexibility is part of success—INflexibility often paves the road to ruin.
Your comments—priceless
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Image credit: flickr
You’re absolutely right. You have to have a plan. I know one thing that always helps me when I’m thinking big is one recognizing that this is a big idea an two publishing it to the entire world. What does that mean? Telling everyone in my universe my plan that way it’s out there and if I fail not only do I hold myself accountable but everyone else does to. It’s much harder to sweep something under the rug when you have all your friends and family, coworkers and peers asking you how it turned out.
Oooh, Jeff, you’re PAG (public accountability guy). It’s a good approach—as long as you actually listen/hear the feedback, as I’m sure you do.
Too bad so many of our ‘leaders’ did/do the first part— announcing it to the universe—and skip the second part—listening to the feedback!
You pegged me. But you’re so right, listening is one of the most under-appreciated but incredibly valuable skills.
People listen very carefully—as long as the speakers are agreeing with them and/or spouting the same party line.