That Vision Thing
Last month Peter Barron Stark, an executive coach on San Diego, tweeted about this leader who had a question about “this vision thing”.
Recently an #executive asked me “Is this vision thing overrated?” What do you think? Do you think that #vision is overrated? #leadership https://t.co/FlF6agmKAr— Peter Barron Stark (@peterbstark) April 1, 2019
It brought up some thoughts as to why some leaders don’t really get “that vision thing”.
They don’t see past the “action-results” dynamic. As Stark iterated, vision drives behaviors whether they’re positive, status quo based or negative. Many leaders get stuck in the thinking that results are the by-product of actions, so actions must be driven. That creates results, but many of them are mixed, some positive, some status quo and some negative. Leaders need to back up a step to create a vision that drives the actions towards positive results.
Some don’t truly understand what drives human behavior. Not employee behavior, but human behavior. People, especially the younger generations of Millennials and iGen. They want the vision to much of what they do, not a “do as I say” culture. People are connected best with the big picture, buying into what it means for them. It creates connected partners with more passion and at stake in the results versus compelled workers who mostly try to hang on.
Don’t value vision as a priority. It is said that what you do is what is important to you, and what you don’t do, you don’t value. Simply stated, if a leader doesn’t create vision, it’s not important to them. it’s never too late to get a vision clearly established, but to claim there is no time or it’s not important will hamper your overall goals.
Vision challenges their leadership style. Vision will often expose the efforts of leaders whose styles include being solely results-oriented, a micro-manager, top-down-chain-of-command or managing on a need-to-know basis. Vision creates transparency and accountability as everyone is committed to the behaviors that will achieve it.
They’re dominated by short-term thinking. This year’s budget is all that matters with no set up for the overall culture or future goals. That might be good to hit numbers, but it never drives a lasting and sustainable organization. Long-term vision and people development get sacrificed for the results of the fiscal year when this year’s numbers are preeminent.
Understanding vision is to understand human performance. Without vision, people and organizations perish. With it, they not only succeed but thrive.