Studies show that the companies that navigate change well last the longest.
Why do some corporate leaders navigate through massive change while others seem oblivious to it?
How do you position your organization ahead of the trends?
Is it possible to learn to anticipate and prepare for the future?
Rob-Jan De Jong is a speaker, consultant and faculty member at Wharton’s executive program on Global Strategic Leadership. His new book, Anticipate: The Art of Leading by Looking Ahead, outlines what it takes to become a visionary leader. Sharing examples and principles from his research, Rob-Jan’s mission is to increase your personal visionary capacity. I recently had the opportunity to ask him about vision and the art of looking ahead.
3 Keys to Unleashing Vision at All Levels
As a CEO, I just loved this sentence: “Vision is not an exclusive for those in top ranked positions.” It’s really something for everyone, not only those with a title. How do corporate leaders unleash creativity and vision at all levels of the organization?
- Empowerment and trust.
An important success factor is around empowerment and trust. A directive company culture is detrimental for people’s engagement. Having a sense of influence is a prerequisite for getting people to become involved in the hard work of engaging with uncertainty and anticipating the future.
- Fault Tolerance.
A second critical factor is fault tolerance. This naturally goes with empowerment – people will get it right and every so often they will get it wrong. These are the important moments of truth for you as the leader, as your response will set the standard for the culture that shapes from these moments. People will be on the lookout about how serious you are about empowerment. My simple suggestion is to not focus on what went wrong but to focus on what the person has learned.
- Enabling Others.
And a third factor that should not be underestimated is that you will also need to enable your people to do this. Visioning, future engagement, anticipation is a skill set and a mindset. And it is often a step aside from the environment people have grown accustomed to, so you will need to enable your people to strengthen themselves in this area.
That might sound like blatant promotion for my work and my book, but I’m absolutely convinced that this has been a gap in management theory. Despite the widely acknowledged importance of ‘vision’ in leadership, little – if any – systematic support has been provided in terms of developing your visionary side as a leader in a responsible way. Scholars, business schools and strategy textbooks agree that a vision is one of the most powerful instruments a leader can have. And how you go about developing this side of your leadership has been met with tremendous silence.
It was my intention to fill part of this gap by offering a comprehensive perspective on the topic, original ideas, a developmental framework, various practices, and many stories and anecdotes to draw lessons from.
Learning to Be Visionary