Alchemy for the common good: vision and purpose in leadership (1)

If you want to build a ship, don’t drum up people to collect wood and don’t assign them tasks and work, but rather teach them to long for the endless immensity of the sea. Antoine de Saint Exupéry

Tom Gamble

Tom Gamble

Christian Koenig

Christian Koenig

In a three-part feature, Christian Koenig, Executive Director of the Council on Business & Society and Associate Dean for International Affairs, and Tom Gamble, executive trainer and consultant in learning strategies, ESSEC Business School, approach the question of how leaders can build purpose and meaning for their teams and organisations that can benefit the wider community and the common good.

PART 1: What is vision in leadership? What are the challenges?   

Searching for a New World

Searching for a New World

“Vision” in management and leadership is a word that is used confusingly. How often have you heard people say “we have to gain vision on the market” or “our vision is to become the first in our field”. Moreover, vision is often mistaken for goals, strategies, and ambitions. So in a leadership context it is not about personal, inwards looking strategies, goals and objectives, but all about setting a long-term perspective, aspiration or destination. It has to include a certain “vagueness” in order to inspire people’s imaginations to visualise a personalised image of that vision, yet it moves people in a direction within a set of guidelines. These guidelines may contain specific rules and objectives, strategies on how to reach the objectives that lead to the vision, milestones, beliefs, skills requirements, behaviours and overriding purpose. A vision has to be approximate enough to fire people’s minds and inspire them, but also plausible enough to resist ridicule, disbelief, rejection or failure. Finally, a leader’s vision is perennial. It outlasts the leader when he/she has gone from the picture. It can provide the manager-leader with a lasting legacy – the matter that provides organisations with their necessary myths, legends and “founding fathers”.

The characteristics of a vision for your teams and organisation

Bit of a stretch

Bit of a stretch

Vision and envisioning has a set of concrete attributes, primarily providing long-term goals that excite, engage and motivate people and describe a specific journey towards a destination. A vision also creates stretch between people and resources which provides motivating challenge. These challenges in turn lead to creating benefits and added value that create competitive edge – new skills, new products or services, positioning, market share or innovations. A vision, through the challenges it sets, necessarily inspires the creativity in how to reach it through team/skills mix, ideas, initiative, empowerment, strategies and resources. Finally, it offers people a picture of the future that impacts their present and drives them to overcome everyday trials and hardships by setting a hope, ideal and target to reach.

The challenges facing the leader

It's a long road, it's a good cause

It’s a long road, it’s a good cause

The very raison d’être of a leader is to guide or lead people somewhere and to lead them to believe differently. But the task is not an easy one. The leader has to find the fine balance between dream and credibility, imposing and sharing and setting example before he/she can make people believe that the destination is worth going to. Vision is also an exercise in creativity and credibility: it has to set new rules of the game and ambitions, and it has to be embodied in concrete results. A vision is not a mad scheme or conceptual fantasy that once ventured demonstrates a complete disregard of reality or lack of sufficient resources. Neither is it the sole idea and dream of a leader who imposes it on the team or organisation. In order to gain people’s heads and hearts, the vision has to be flexible enough to take on its contributors’ ideas, own pictures of what the vision will bring and their initiatives to reach it. Communicating the vision not only demands great skill on the part of the leader in connecting to his/her people, but also includes walking the talk – actually doing what you say and encapsulating the values and behaviours required to do it.

Written and edited by Tom Gamble and Christian Koenig. Acknowledgements to Robert Dilts.

child playing with toy airplaneIn part 2 of the leadership and vision feature, we approach how vision can create purpose – a key ingredient for inspiring people to achieve not only for themselves but also for the wider benefit of teams, business, and society.

LINKS

The Council on Business & Society Global Alliance is an ongoing international dialogue between six of the world’s leading business schools and an organiser of Forums focusing on issues at the crossroads of business and society – The Council Community helps bring together business leaders, academics, students and journalists from around the world. #CouncilonBusinessandSociety

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