1,590. That’s a conservative guess at how many leaders I have personally met in the past 35 years. They came from a variety of backgrounds including business owners, nonprofit directors, youth workers, managers in large corporations, church leaders, college students, and entrepreneurs. Some were more visible and better known, but most were not. But one thing that made a group of them memorable was their vision – to not only capture a compelling picture of the future they were committed to creating but also to make it happen.
Visionary leadership is often misunderstood. From the TED talks and podcasts we watch to the books, blogs, and articles we read, it is easy to think these visionaries are a mystical bunch who possess magical powers. But that is a myth. Although they possess unique talents, they are mere mortals who do a few things better than others. From my experience working with some exceptional visionary leaders, I have noticed that they have some things in common. Here are the three traits that separate a visionary leader from all other leaders.
1. They create vision.
While high-profile visionary leaders can almost appear to be prophetic (and some sure come close), most visionary leaders just see things differently than others. They are notorious for finding a better way to do something or solving a persistent problem. For example, German engineer Karl Benz, founder of the famous Mercedes-Benz brand, did not invent transportation, but, in the late 1800s, he did invent the first gas-powered car which revolutionized transportation. Jeff Bezos did not invent retail shopping, but, in 1994, he changed the way we shop via online retailing through Amazon. And this was at a time when only 3% of Americans had ever been on the internet. Anne Beiler, founder of Auntie Anne’s did not invent soft pretzels (my thanks go out to whoever did), but she created a new taste that became an international franchise.
These are a few well-known examples, but most visionary leaders are far less known yet have also created better services or products that impact countless people. One of our clients had a burden to help women who work in strip clubs. She took this seedling idea and is now helping dozens of women improve their lives and care for their families. That is vision.
Try this:
Make sure you create enough margin for both you and others to have time to think creatively and dream.
Regularly ask: how can we solve a problem or do what we do better, smarter, or faster?
Eventually test your ideas – not every idea is destined to be a winner.
2. They cast vision.
Many leaders dream up ideas but then trip and fall when sharing the vision. Successful visionaries know how to also cast the vision – to tell the story in a way that captures people’s hearts and minds and inspires them to take action. This is effective because as University of Penn professor Emily Falk says, “Stories bypass the brain’s instinct to look for reasons to be suspicious.”
A truly successful vision-caster will also guard against over-selling, under-delivering, and manipulation. Vision-casting involves telling the story of how a service or product will solve a problem, meet a need, make life easier, generate greater profitability, or improve efficiency. Good vision-casters in the nonprofit setting attract volunteers and donors. Those who are good at this in the business environment attract top-tier staff and investors. Vision-casters inspire others and motivate them toward action.
A few years ago, a business owner told me about his vision to start a nonprofit that would use the performing arts in his county to improve the community. I watched as his gift of casting vision attracted the interest of hundreds of people, including some influencers, in a short amount of time – all through the power of story.
Try this:
Hone the vision to be compelling, clear, and able to be shared in under a minute.
Share the vision whenever you have the opportunity or can create an opportunity.
Test the message and sharpen it by getting feedback from others.
3. They carry out the vision.
“A vision without action is only a dream.” This quote has been attributed to Helen Keller, the blind and deaf advocate for people with disabilities. Whether she said it or not, it is true – it is easier to dream than to execute. I have met far too many leaders who talk, talk, talk, but a year or two later, they have NOTHING to show for it. Visionary leaders know how to make the vision operational. Every successful business and nonprofit started with a vision of a better way and ended with good execution. Good execution requires a lot of hard work, long days, and late nights.
A few years ago, I had lunch with a successful business owner who had a vision to start a tap room in an empty car repair shop in his town. I remember hearing about his vision for the space, how the proceeds would be used to support local nonprofits, and how he hoped to create a safe space for people to investigate their spiritual lives. 18 months later, I met him at the newly opened venue, and it is nothing short of awesome! Thousands of people have heard about it, and many have already visited it. It is a perfect example of how someone makes a vision a reality. It has cost him a lot of money and a lot of time. It required permits, meetings, planning, contractors, insurances, and staffing. There is no easy shortcut to making a vision become a reality.
Try this:
Build a small and talented team of people committed to the vision to help carry it out.
Create small wins quickly to build confidence, credibility, and momentum.
Seek guidance to provide accountability, encouragement, and overcoming obstacles.
To learn how our consultants can assist you on your journey of becoming a visionary leader, contact us.
Jay Desko is the President & CEO of The Center Consulting Group and brings experience in the areas of organizational assessment, leadership coaching, decision-making, and strategic questioning. Jay’s degrees include an M.Ed. in Instructional Systems Design from Pennsylvania State University and a Ph.D. in Organizational Behavior and Leadership from The Union Institute.
