What all leaders have in common

To start with, the one thing that distinguishes great leaders from those who are not, but masquerading as leaders—is the power, depth and breadth of their vision. Vision is everything when it comes to leadership, because it is impossible to be a leader without being vision-driven. And vision is the major difference between third world countries and first. Also, there are too many folks—occupying leadership positions in Africa, who are not leaders. When leadership positions are taken from them, they almost immediately stop being leaders.

Vision is an eccentric, weird, wonderful and unavoidable concept within the context of leadership. It is much deeper than just a goal. Visions paint a fuller picture describing—our most cherished dreams, hopes and possibilities. All true leaders across the planet-earth have it in common. They may not speak same mother tongues, but they all speak the common language of vision.

Over the years, I have come to understand that it is possible for one to have a vision statement and be void of vision. Just because a vision statement is written on every wall in an organization does not make the organization in question a vision-driven one. A vision statement that does not impact on everything an organization does daily is probably either a copied or a phony one.

True visionary leaders are empowered to see possibilities amidst difficulties. They do not walk by their naked eyes; they only walk by the eye of vision. The ability to see possibilities that others do not see is one of the hallmarks of great leaders. Where most of us see just a consignment of goods, leaders see an exciting product that can change someone’s life. Where most of us see an office with space for desks and filing cabinets, leaders see a place where teams can do groundbreaking work. Where most of us see people with names and titles, leaders see budding organizational champions. As George Bernard Shaw said, “Some people see things as they are and ask ‘Why?’ I see things that are not and ask ‘Why not?’” If you cannot see things that are not, then you are not a leader. Leaders see things that are not and they do have the wisdom and ability to make what is invisible to become visible.

Also, management writer Warren Bennis was fascinated by the ability of leaders to see what the rest of us cannot see. A few years ago, he carried out a study of 90 top leaders in the United States. They included the first man to set foot on the moon, Neil Armstrong. What Bennis discovered was that, despite their different backgrounds, disciplines, and circumstances, these people all had one thing in common: a clear and compelling vision of what they wanted to realize. To them, the vision was not at some point in the future. It was right in front of their eyes. Vision is so powerful; it helps the one who is running with it to “pre-play” the future.

Furthermore, the truly great leaders do not put limits on their vision. They go for the biggest dream they can imagine even if it is only realized at some time in the future when they are no longer around. There is a story about the filmmaker, Walt Disney, who died six years before the opening of the first Disney world. At the opening ceremony, two Disney executives were sitting together. One said, “Too bad Walt is not here to see this.” The other replied, “You are wrong. Walt did see it. That is why it is here.” While most of us see no more than three months ahead, outstanding leaders can see several years ahead. The Japanese industrialist Konosuke Matsushita even has a 250-year plan for his business! Pal, how far can you see into the future?

Leaders do more than have a vision of what is possible; they articulate it and draw others in. They smartly do this through metaphor, images, and by triggering the innate desire of all people to be part of something big. Compare the visions of the two leading soft-drinks companies in America in the 1920’s. One was a Boston-based company called Moxies. Their stated aim was “to sell herb-based drinks.” Nothing to get excited about there. The other company’s vision was “to quench the thirst of a nation.” That company was Coca Cola. Today, nobody remembers Moxies! For your vision to influence the world, it must have a global appeal.

Without action, visions are just dreams. They are creations of our imagination, no more. But with action and the ability to see the steps from where we are now to where we can be, dreams become reality. In Shell UK, managers are taught to develop a quality known as “helicopter vision.”  This is the ability to see across three free zones of the future, as if in a hovering helicopter. From here, you can see the near plans, the middle range foothills and the distant peaks. Being able to see all three zones at once harmonizes your tactical actions, your operational planning and your overall strategy. There is a clear map to the realization of the vision.

We all dream but few of us do remember our dreams let alone act on them. But leaders are different. They do make a difference to our daily lives and our collective lives. They do this by capturing our dreams, nurturing them with care, and in the fullness of time helping us bring them to the glorious light of day. Buddy, it is impossible to truly be a leader without helping to capture and nurture with care—dreams of those who are within the sphere of our influence. If you are not playing these roles, you are certainly not a leader; you are just occupying a leadership position.

Lastly, vision is what all leaders across the planet earth have in common. There is no leader on earth who does not have it. And you too cannot become a leader without it. If you do not have a vision, you are blind and the blind cannot lead the pack in this day and time.

See you where great leaders are found!