Chapter 4: The Importance of Vision And the Motive to Lead

Peter Drucker: “The best way to predict the future is to create it.”

The leader wants to make a difference and strives to create a thing that never was before. This
thing, this difference, constitutes a vision.

Henry Ford: communicated his vision to make a car for the masses: “I will build a motor car
for the great multitude. Ford’s leadership success began with a vision. To this, he added a
strategy to succeed. Ford believed that a vision should not be just to make money. He saw profit
as the by-product of a vision achieved. Profit is essential to business vitality.

.Three great ideas that gave his vision life were;

1. the moving assembly line;
2. paying workers fairly
3. vertical integration

In addition to developing a vision and a strategy to succeed, the leader must have intensity and
stamina to see these through.
As CEO at Johnson & Johnson, James Burke estimated that he spent 40 percent of his
time communicating and reinforcing the company’s vision. Much is said about the vision of
leaders and about their creative strategies. Leaders typically have substantial vitality, and they
manage to transmit this energy to others. Such leaders breathe life into their organizations; hence
the term animator is used to describe the leader.
Without vision, there is confusion. Also required are other important ingredients:
skills, incentives, resources, and an action plan.

Vision as an Ideal

The word vision evokes pictures in the mind. It suggests a future orientation, implies a
standard of excellence or virtuous condition, and has the quality of uniqueness. These are
the elements that give life and strength to vision. Vision is an ideal image of what could and
should be.

The leader must ask three questions to test his or her vision:
1. Is this the right direction?
2. Are these the right goals?
3. Is this the right time?
Leaders as Visionary and Motivator of People

Warren Bennis states that leaders must be clearly focused on a positive and future-focused goal
or vision. Clarity of purpose provides guidance for making decisions about time and resources.
Also required is constancy of effort.

Passion and authority come to leaders who clearly know where they are going and have
dedication to succeed. When leaders have passion and authority, others are inspired to follow.
The role of leadership is to chart a direction that will motivate people. This is necessary at every
level and walk of responsibility.

No matter how uncertain conditions are above the leader, the effective leader must create a clear
and compelling vision of what should be done in his or her area of responsibility. Remember, if
a vision is not clear in the leader’s mind, it will be a perfect blur in the minds of subordinates.

Visions can be small or large and can exist at any organizational level.

The important points are:

1. a vision is necessary for effective leadership;
2. a leader can develop a vision for any project, work group, or organization; and
3. Many leaders fail because they do not have a vision—instead they focus on surviving on
a day-by-day basis.

Researchers Noel Tichy and Mary DeVanna describe how successful leaders help their
organizations meet the challenge of change. The data from their interviews show that they use a
three-act process:
1. Act 1 is to recognize the need for change;
2. Act 2 is to create a clear and positive vision for the future;
3. Act 3 is to institute empowering structures and processes to achieve the vision.

Forum Corporation reports on the characteristics of successful leaders at middle to senior levels
of responsibility. The study identifies three leadership qualities, analogous to Tichy and
DeVanna’s Three Act Process, that are needed for steering organizations through periods of
change:

1. Taking personal responsibility for initiating change. A major function of the leader is to
manage attention. The leader must be personally involved and committed to making a
difference.

2. Creating a vision and strategy for the organization. The vision and strategy must be
leader-initiated, shared and supported by followers, comprehensive and detailed, and above all,
worth doing. The leader must create a vision that is uplifting and inspiring to others.

3. Trusting and supporting others. The leader must treat people with respect and dignity,
expecting the best in effort and personal responsibility, and showing sincere appreciation for
work performed.

The leader combines individual incentive with group success as an important empowerment
principle.

Key findings of the Forum study are summarized as follows:

 1. Leadership is important from the boardroom to the shop floor. In a sense, the leadership
chain is as strong as its weakest link. Without effective leadership at every level of
responsibility, frontline employees and, ultimately, customers are bound to suffer.
2. Positions and titles have little or no relationship to leadership performance. People are
often skeptical of authority figures. New leaders have to earn the trust and respect of
subordinates; otherwise, people will resist their efforts to lead. Indeed, workers with
strong leadership skills can inspire their peers as well as any chief executive could.
3. Without leadership, organizations falter in times of change. This situation is analogous to
that of a car without an engine or a ship without a rudder. The organization will be
dormant, or a terrible crash will occur as the group goes in the wrong direction.
4. Organizational leadership involves interdependence more than individualism. The genius
stroke of the independent contributor is important; but more important for organizational
leadership are relationship skills, such as demonstrating concern for members of the work
group, recognizing other peoples’ contributions, and building enthusiasm about projects
and assignments.
5. Leaders inspire others to take on the tasks of leadership. Giving others the power and
encouragement to make decisions frees the leader from the role of controller, liberating
critical time and energy for charting and shaping the overall future of the organization.
6. Leadership is contextual. Effective leadership requires an understanding of the forces and
events that have shaped an industry, a company, or a work group; an assessment of
organizational strengths, weaknesses, opportunities, and threats; and the development of a
plan to meet current and future challenges. Understanding, assessment, and plans are
specific to the organization and its environment.

Leadership Effectiveness
1. Getting the facts: The effective leader gains insight into the realities of the world and
into him- or herself. This process includes getting the facts and interpreting conditions
affecting the group.
2. Creating a Vision: The .effective leader develops a vision and a strategy to give meaning
to the group’s work, thus providing purpose and clarity of direction
3. Motivating People: The effective leader is a motivator, possessing the ability to mobilize
individuals with different ideas, skills, and values to achieve a common mission
4. Empowering Others: The effective leader has the ability to increase effectiveness by
sharing power, thus igniting the energy and liberating the talent of the group.

The Concept of Visioning

The importance of vision is an old idea, first stated in the Bible: “Where there is no
vision, the people perish” (Proverbs 29:18, King James Version). Henry David Thoreau
describes the importance of having a vision and striving to attain it: “If one advances confidently
in the direction of his dreams, and endeavors to live the life which he has imagined, he will meet
with a success unexpected in common hours.”
The concept of visioning as it is used in organizations today is credited to Ronald
Lippitt, who, as early as 1949, began referring to “images of potential” rather than to
“problems” as starting points for [Link] author

Stephen Covey identifies certain process, content, and application principles that have been
found to be effective in creating a vision.

Visioning Process Principles

1. Initiate and provide constant vigilance by leaders
2. Be challenging, yet realistic.
3. Seek significant early involvement by other members of the organization
4. Encourage widespread review and comment
5. Keep communications flowing
6. Allow time for the process to work.
7. Demonstrate commitment, follow-through, and concurrent action by leaders
8. Maintain harmony of subunits.

Visioning Content Principles

1. Central purpose or mission (reason for existence). This is a clear, compelling
statement of purpose that provides focus and direction. It is the organization’s answer to
the question, Why do we exist?
2. Broad goals to achieve the mission (enduring intentions to act). These are process or
functional accomplishments that must be met to achieve the mission.
3. Core values to measure the rightness and wrongness of behavior (hills worth dying
on). Sometimes called operating principles, core values such as truth, trust, and respect
define the moral tone or character of the organization.
4. Stakeholders and what the attainment of the vision will mean to them (the human
element). These are the people who will be affected by what the organization does or
does not do.
5. Analysis of the organization and its environment, including internal Strengths and
Weaknesses, as well as external Opportunities and Threats. This is a SWOT
assessment of current conditions that must be both thorough and objective. Information
that is unknown and facts that are denied will hinder and can even destroy an organization

6. Strategic initiatives (sometimes called critical success factors). These are shortterm,
intermediate, and long-term objectives necessary to achieve the goals and mission. They
may be person- or group-specific, or may involve all members of the organization. They
are strategic, measurable, action-oriented, realistic, and timely, with dates or numbers to
measure accomplishment.
7. Tactical plans and specific assignments (projects and activities) to support strategic
initiatives, broad goals, and the attainment of the mission. These projects and
activities serve as guides in performance planning for units and members of the
organization, and constitute the plan of work.

Visioning Application Principles

1. Honor and live the vision as the organization’s constitution. The values and principles
of the vision, not the personal style of individuals, should govern organizational culture
and behavior.
 2. Encourage new-member understanding and commitment through early
introduction. Those not involved in the development process can identify with the vision
from the first association: “This is what we are all about; if you can embrace this mission
and these values as your own, then we may join together.” The vision should be the
centerpiece of the orientation program for all new members.
3. Make it constantly visible. Express constancy of purpose through a written statement.
The vision should be publicized to customers, employees, suppliers, owners—everyone.
4. Create integrity through alignment and congruency. Use the vision as a leadership
tool and decision-making guide; as a checkpoint to test alignment of strategy, structures,
systems, and member behavior; and as a means to track progress.
5. Reinforce employee behavior that supports the vision. This encourages similar
behavior that helps the vision be achieved.
6. Review the vision periodically, revising as appropriate to reflect changing
conditions. Even the U.S. Constitution has been amended over the long term. View the
vision as a program with people as the programmers.

The Importance of Alignment and Prioritization

Vision is important and execution is critical. Both are essential for organizational success. From
vision to execution, the stories of great organizations (when they are great) are stories of
alignment. These great leaders knew the attainment of their vision would require integrity
through alignment and congruency. Practically speaking, alignment means making sure
organizational structure and employee behavior support the purpose and values of the
organization.

The Importance of Vision and the Motive to Lead

Use a to-do list to accomplish organizational goals. Write down what you want to
accomplish in order of importance. The small amount of time you invest in doing this will repay
you many times over. A point to remember: Make sure your to-do list is readily visible; it should
be where you are—in the office or on the road.

Why Create a Vision?

Peter Drucker explains the importance of having a vision: The organization must be
single-minded, or its members will become confused. Only a focused and shared vision will hold
an organization together and enable it to produce. Without agreement on purpose and values, the
organization will soon lose credibility and, with it, its ability to attract the very people it needs to
perform.

Management authors James Collins and Jerry Porras report on the business benefits of
having a vision.
Historian Frederick Polak asked this question:He concluded that the fates of nations and
civilizations have depended primarily on their visions for the future.
He cites examples in history of ancient Greece, Rome, Spain, England, and America to
support this thought.
Polak makes three main points:
1. Significant vision precedes significant success;
2. a compelling image of the future is shared by leaders with their followers, and
together they strive to make this vision a reality; and
3. a nation with vision is enabled, and a nation without vision is at risk.

Psychologist Benjamin Singer showed how children’s lives are similarly shaped by positive
self-concepts and expectations for the future. Children without vision become powerless, feeling
no control over their own futures. Children with vision are focused and energized, and these are
strong and positive agents in a self-fulfilling prophecy. Adults should always take seriously a
child’s dreams of what he or she wants to be. The interest and support shown communicates the
message that the child is worthy and his or her future is important.

The Power of Vision

Barker believes that what is true for nations and what is true for children is especially true for
organizations, because organizations have the ideal size and complexity to put vision’s power
into practice. The third individual who influenced Barker was Viktor Frankl, author of Man’s
Search for Meaning, based on his experiences in the Nazi death camps of World War II.

Frankl believed that everyone needs a purpose or meaning in life, something important yet to be
done. Often this can be attained in the experience and achievements of one’s work. Frankl also
believed that everything we do goes down in history and, in this sense, is irretrievable. As The
Rubáiyát of Omar Khayyám states: The Moving Finger writes; and having writ, / Moves on: Nor
all your Piety nor Wit / Shall lure it back to cancel Half a Line, / Nor all your Tears wash out a
Word of it.
In Frankl’s view, meaning that transcends oneself and extends to people and ideals beyond the
individual is meaning on its highest and most human plane. Just as an airplane is most like an
airplane when it rises from the runway and flies, so are we most human when we seek meaning
in our lives, and commit to a purpose or mission that transcends the self.

Requirements for an Effective Vision

The requirements for an effective vision are as follows:
1. First, a vision must be developed by leaders, those individuals with strength and
influence to establish direction and mobilize the organization. Leadership is dreaming
a dream and then making it come true. Leaders create clear and worthy images that
motivate the organization, and then create a climate so that ideas are transformed into
deeds. Management author Charles Garfield describes it as the most important
commitment to a mission that motivates.
2. Second, a vision must be communicated to followers and must be supported by them.
Leaders have to let others see, hear, taste, touch, and feel their vision. In this regard, the
vision of leaders must be in harmony with the nature and needs of the people. Authors
James Kouzes and Barry Posner write, “Constituents want visions of the future that
reflect their own aspirations. They want to hear how their dreams will come true and their
hopes fulfilled.”
3. Third, a vision must be comprehensive and detailed, so that every member of the
organization can understand his or her part in the whole. Roles and responsibilities
must be well understood if the vision is to be fulfilled.A clear line of sight between
personal effort and personal reward is a major determinant of the ultimate fulfillment of
the vision.
4. Fourth, a vision must be uplifting and inspiring. It must be worth the effort; it must be
big enough. Relating to Frankl’s message that every person needs meaning in life and
something important yet to be done, the organization’s vision must be meaningful and
important for the members to do.

Psychologist Abraham Maslow once remarked, “If you purposefully choose to be less
than you can be, then you are surely doomed to be unhappy.”

Social Motives to Lead

Someone must provide the spark for action; someone must provide energy and purpose for
leadership to occur.
There are three basic motives for leadership:
1. power—the desire to have influence, give orders, and have them carried out;
2. achievement—the need to create and build something of value; and
3. affiliation— a heartfelt interest in helping others.

To understand the role of social motives at work, imagine three supervisors given the task of
building a house:
1. The power-oriented leader focuses on how to organize the production of the house. She
feels comfortable being in charge and enjoys being recognized as the powerful figure who
causes the house to be produced.
2. The achievement-oriented leader obtains satisfaction from creating the house. Building a
sound structure and completing the task on time is rewarding.
3. The affiliation leader enjoys working with his crew. He is concerned with human relations
and strives to create a spirit of teamwork. Also, he is pleased to think of how much the
home will mean to the family who lives in it.

Remember three important points about scores on the questionnaire:

1. Although it is normal for everyone to have some of each social motive, a person usually
will prefer one or two over the others. Preference depends on the values (power,
achievement, or affiliation) promoted by one’s culture and on personal traits and
experiences.
2. People exert leadership to satisfy one or a combination of these three motives. All
leadership can be said to be motivated by power, achievement, or affiliation.
3. As either leader or follower, a person will be most happy and productive in a situation
that allows the expression of personal social motives. If an individual’s work precludes
this, morale and productivity can be expected to go down.