Over the past year, I’ve had the privilege of guest posting a few times on the web site for Michael Hyatt, the chairman of Thomas Nelson publishing.
Michael’s blog is the most popular leadership site in the world.
Additionally, he just added me as one of his Community Leaders to interact with commenters and visitors to his site. This is a tremendous honor due to the high regard in which I hold Michael’s mission, leadership and character.
Today, I have a guest post on his site as well regarding visionary leadership – here’s an excerpt:
“Good leaders create a vision, passionately articulate the vision, and relentlessly drive the vision to completion.”– Jack Welch
Every leader needs a clear vision. However, much like common sense, vision is anything but common and rarely clear. When it’s fuzzy or cloudy, it needs a lens to make things more clear.
Before we look at organizational vision, consider the literal example of vision and the human eye. Very few people have perfect 20/20 vision. According to the National Eye Institute (of America):
- More than 12 million Americans can only see things clearly at a distance (farsighted);
- More than 32 million can only see clearly those things or people who are close by (nearsighted);
- While a full third have blurry vision due to a less than perfectly round eye surface (astigmatism).
- More than 150 million Americans use corrective eyewear to improve their sight.
There are corrective lenses for each of these conditions, enabling people to improve their sight. This principle has application to visionary leaders as well.
Here are three lenses you need to apply to your organization in order to create, articulate, and drive your vision forward. Think of these metaphoric lenses as perspectives or filters if it helps.
Diagnostic Lens. Before a vision can be created, you need to clearly understand what’s worked and what hasn’t. It’s also critical to recognize the current position of your organization and use that as a starting point.
Additionally, you also need to identify existing obstacles, procedures, and personalities that may undermine your vision at various stages. These may be difficult for you to see, especially if you’ve been with the organization a while.
Why? You may have developed an institutional “blind spot.” (Eventually, this happens to every leader.) If so, this may require you to solicit input from a “fresh pair” of eyes—an unbiased insider or an external consultant.
To continue reading this post over on Michael Hyatt’s web site – please click HERE.