The January 2009 edition of the Harvard Business Review has a piece titled “To Lead, Create a Shared Vision” by James Kouzes and Barry Posner discussing the need for a shared vision.
“Being forward-looking—envisioning exciting possibilities and enlisting others in a shared view of the future—is the attribute that most distinguishes leaders from nonleaders. We know this because we asked followers. In an ongoing project surveying tens of thousands of working people around the world, we asked, ‘What do you look for and admire in a leader (defined as someone whose direction you would willingly follow)?’ Then we asked, ‘What do you look for and admire in a colleague (defined as someone you’d like to have on your team)?’ The number one requirement of a leader—honesty—was also the top-ranking attribute of a good colleague. But the second-highest requirement of a leader, that he or she be forward-looking, applied only to the leader role.”
As the authors point out, you cannot lead without a vision and a shared view of the future. People enjoy working towards a goals that is meaningful and one that provides an opportunity for them to contribute to a larger purpose. A post on the Signal vs. Noise blog put’s it this way:
“To truly be inspired for great work, you need to know that you’re making a difference. That you’re putting a meaningful dent in the universe. That you’re part of something that’s making a difference and that your role in that something is significant.
This doesn’t have to be grand at all. You don’t have to be looking for the cure for cancer. It could be done by a waitress at a neighbourhood cafe that’s the gathering point of local artists. The key is that your efforts would be missed, your customers would have a sense of loss, if you stopped doing what you’re doing.
If you’re void that sense of purpose, the pleasure in your work will eventually wane and ultimately feel hollow.”
It seems that organisations with a true sense of purpose, vision and passion are few and far between… The Harvard piece goes on to point out that:
“… researchers who study executives’ work activities estimate that only 3% of the typical business leader’s time is spent envisioning and enlisting.”
The process of creating a shared vision requires significantly more effort that 3% of an executive or senior managers time! A share vision is not something that can happen with just a 3% investment by executives. When it comes to vision their is no miracle moment, rather it’s a daily journey. A journey that requires constant investment in modelling the right behaviours, in communication and the management of people’s expectations.
- How much time are you investing in developing a shared vision?
- How much time are you spending in enlisting others?
Technorati Tags: Vision, Leadership, Management, Business, Purpose, Meaning, Time
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{ 3 comments… read them below or add one }
Great points and great questions for any leader about the time we spend doing that. Do I do enough time in that, nope. Do I do some, definitely.
I learned long ago to include the team in the process.
One of the rules we live by on our team is “get their fingerprints on it” … otherwise, without buy in, there was always backdooring or heel-dragging or general friction.
My boss and I have begun the process of developing a vision for our group for 2009 (something we should have started to do in late 2008). The process is moving forward, and we have great ideas, but the challenge we are facing is in making our vision a shared vision. It’s more complex than we think. And, yes, it’s going to require more time and effort. That’s a great point. Hopefully we’ll follow-through.