Great Visionary Leader Quotes

Great leaders always seem to embody two seemingly disparate qualities. They are both highly visionary and highly practical.

Great people stand out from others by their visions and not much by their intelligence.

Speak Life: You are loved. You have purpose. You are a masterpiece. You are wonderfully made. God has a great plan for you.

Good leaders have vision and inspire others to help them turn vision into reality. Great leaders have vision, share vision, and inspire others to create their own.

Critics are loud, but success is louder.

Depression, somehow, is much more in line with society's notions of what women are all about: passive, sensitive, hopeless, helpless, stricken, dependent, confused, rather tiresome, and with limited aspirations. Manic states, on the other hand, seem to be more the provenance of men: restless, fiery, aggressive, volatile, energetic, risk taking, grandiose and visionary, and impatient with the status quo. Anger or irritability in men, under such circumstances, is more tolerated and understandable; leaders or takers of voyages are permitted a wider latitude for being temperamental. Journalists and other writers, quite understandably, have tended to focus on women and depression, rather than women and mania. This is not surprising: depression is twice as common in women as men. But manic-depressive illness occurs equally often in women and men, and, being a relatively common condition, mania ends up affecting a large number of women. They, in turn, often are misdiagnosed, receive poor, if any, psychiatric treatment, and are at high risk for suicide, alcoholism, drug abuse, and violence. But they, like men who have manic-depressive illness, also often contribute a great deal of energy, fire, enthusiasm, and imagination to the people and world around them.

the great mountain when seen from a distance shall always seem closer to us but to get to it, and to climb to its apex to get the best view, we may need to take and experience the real walk with resilience and tenacity.

Visionaries will always meet opposition from weak minds but the seeds they plant always save the world

Keep dreaming, dreams have no limit.

I can see clearly my visions.

When everybody is planting apples a visionary plants oranges.

I am mission and must complete it.

Do you have the humility to continually grow, to learn from your failures and get back up? Are you utterly relentless for your cause, ferocious for your cause? Can you channel your intensity and intelligence and energy and talents and gifts and ideas outward into something that is bigger and more impactful than you are? That’s what great leadership is about.

My prayer; Lord,open my eyes to see good visions.

When you are on a great mission, look simple;think and act complexly

Great leaders live and leave noble and indelible footprints. Any leader can start something. Any leader can do anything but, the real hallmark and a great measure of a great leader is not necessarily what happens now but, what happens later. The noble works of a true and a great leader stand the test of time and never vanish with time.

Looking back at those dark days, I am sometimes reminded of what happened to the great Chinese imperial fleet in the fifteenth century. Back then, the Chinese were the undisputed leaders in science and exploration. They invented gunpowder, the compass, and the printing press. They were unparalleled in military power and technology. Meanwhile, medieval Europe was wracked by religious wars and mired in inquisitions, witch trials, and superstition, and great scientists and visionaries like Giordano Bruno and Galileo were often either burned alive or placed under house arrest, their works banned. Europe, at the time, was a net importer of technology, not a source of innovation.

Collins, echoing Ed Catmull, “What separates people is the return on luck, what you do with it when you get it. What matters is how you play the hand you’re dealt.” He continues, “You don’t leave the game, until it’s not your choice. Steve Jobs had great luck at arriving at the birth of an industry. Then he had bad luck in getting booted out. But Steve played whatever hand he was dealt to the best of his ability. Sometimes you create the hand, by giving yourself challenges that will make you stronger, where you don’t even know what’s next. That’s the beauty of the story. Steve’s almost like the Tom Hanks character in Castaway—just keep breathing because you don’t know what the tide will bring in tomorrow.

There are three things you need to be considered a truly great company, Collins continues, switching gears to Apple. Number one, you have to deliver superior financial results. Number two, you have to make a distinctive impact, to the point where if you didn't exist you couldn't be easily replaced. Number three, the company must have lasting endurance, beyond multiple generations of technology, markets, and cycles, and it must demonstrate the ability to do this beyond a single leader. Apple has numbers one and two. Steve was racing the clock [to help it get number three]. Whether it has lasting endurance is the final check, something we won't know for some time. There are lots of good people there, and maybe they'll get it.

Nash’s genius was of that mysterious variety more often associated with music and art than with the oldest of all sciences. It wasn’t merely that his mind worked faster, that his memory was more retentive, or that his power of concentration was greater. The flashes of intuition were non-rational. Like other great mathematical intuitionists — Georg Friedrich Bernhard Riemann, Jules Henri Poincaré, Srinivasa Ramanujan — Nash saw the vision first, constructing the laborious proofs long afterward.

THERE ARE EXTRAORDINARY librarians in every age. Many of today’s librarians, such as Jessamyn West, Sarah Houghton, and Melissa Techman, have already made the transition and become visionary, digital-era professionals. These librarians are the ones celebrated in Marilyn Johnson’s This Book Is Overdue! and the ones who have already created open-source communities such as Code4Lib, social reading communities such as LibraryThing and GoodReads, and clever online campaigns such as “Geek the Library.” There are examples in every big library system and in every great library and information school. These leaders are already charting the way toward a new, vibrant era for the library profession in an age of networks. They should be supported, cheered on, and promoted as they innovate. Their colleagues, too, need to join them in this transformation.

Qualities such as honesty, determination, and a cheerful acceptance of stress, which can all be identified through probing questionnaires and interviews, may be more important to the company in the long run than one's college grade-point average or years of "related experience." Every business is only as good as the people it brings into the organization. The corporate trainer should feel his job is the most important in the company, because it is. Exalt seniority-publicly, shamelessly, and with enough fanfare to raise goosebumps on the flesh of the most cynical spectator. And, after the ceremony, there should be some sort of permanent display so that employees passing by are continuously reminded of their own achievements and the achievements of others. The manager must freely share his expertise-not only about company procedures and products and services but also with regard to the supervisory skills he has worked so hard to acquire. If his attitude is, "Let them go out and get their own MBAs," the personnel under his authority will never have the full benefit of his experience. Without it, they will perform at a lower standard than is possible, jeopardizing the manager's own success. Should a CEO proclaim that there is no higher calling than being an employee of his organization? Perhaps not-for fear of being misunderstood-but it's certainly all right to think it. In fact, a CEO who does not feel this way should look for another company to manage-one that actually does contribute toward a better life for all. Every corporate leader should communicate to his workforce that its efforts are important and that employees should be very proud of what they do-for the company, for themselves, and, literally, for the world. If any employee is embarrassed to tell his friends what he does for a living, there has been a failure of leadership at his workplace. Loyalty is not demanded; it is created. Why can't a CEO put out his own suggested reading list to reinforce the corporate vision and core values? An attractive display at every employee lounge of books to be freely borrowed, or purchased, will generate interest and participation. Of course, the program has to be purely voluntary, but many employees will wish to be conversant with the material others are talking about. The books will be another point of contact between individuals, who might find themselves conversing on topics other than the weekend football games. By simply distributing the list and displaying the books prominently, the CEO will set into motion a chain of events that can greatly benefit the workplace. For a very cost-effective investment, management will have yet another way to strengthen the corporate message. The very existence of many companies hangs not on the decisions of their visionary CEOs and energetic managers but on the behavior of its receptionists, retail clerks, delivery drivers, and service personnel. The manager must put himself and his people through progressively challenging courage-building experiences. He must make these a mandatory group experience, and he must lead the way. People who have confronted the fear of public speaking, and have learned to master it, find that their new confidence manifests itself in every other facet of the professional and personal lives. Managers who hold weekly meetings in which everyone takes on progressively more difficult speaking or presentation assignments will see personalities revolutionized before their eyes. Command from a forward position, which means from the thick of it. No soldier will ever be inspired to advance into a hail of bullets by orders phoned in on the radio from the safety of a remote command post; he is inspired to follow the officer in front of him. It is much more effective to get your personnel to follow you than to push them forward from behind a desk. The more important the mission, the more important it is to be at the front.

assessing Ronald Reagan. There are so many basic questions that even his friends cannot quite figure out, such as (to start with the most basic one): Was he smart? From the brilliant-versus-clueless question flows even more complex ones. Was he a visionary who clung to a few verities, or an amiable dunce who floated obliviously above facts and nuances? Was he a stubborn ideological coot or a clever negotiator able to change course when dealing with Congress and the Soviets and movie moguls? Was he a historic figure who stemmed the tide of government expansion and stared down Moscow, or an out-of-touch actor who bloated the deficit and deserves less credit than Gorbachev for ending the cold war? The most solidly reported biography of Reagan so far—indeed, the only solidly reported biography—is by the scrupulously fair newspaperman Lou Cannon, who has covered him since the 1960s. Edmund Morris, who with great literary flair captured the life of Theodore Roosevelt, was given the access to write an authorized biography, but he became flummoxed by the topic; he took an erratic swing by producing Dutch, a semifictionalized ruminative bio-memoir, thus fouling off his precious opportunity. Both Garry Wills in his elegant 1987 sociobiography, Reagan’s America, and Dinesh D’Souza in his 1997 delicate drypoint, Ronald Reagan, do a good job of analyzing why he was able to make such a successful connection with the American people.

The various ways of creating a culture of innovation that we’ve talked about so far are greatly influenced by the leaders at the top. Leaders can’t dictate culture, but they can nurture it. They can generate the right conditions for creativity and innovation. Metaphorically, they can provide the heat and light and moisture and nutrients for a creative culture to blossom and grow. They can focus the best efforts of talented individuals to build innovative, successful groups. In our work at IDEO, we have been lucky enough to meet frequently with CEOs and visionary leaders from both the private and public sectors. Each has his or her own unique style, of course, but the best all have an ability to identify and activate the capabilities of people on their teams. This trait goes far beyond mere charisma or even intelligence. Certain leaders have a knack for nurturing people around them in a way that enables them to be at their best. One way to describe those leaders is to say they are “multipliers,” a term we picked up from talking to author and executive advisor Liz Wiseman. Drawing on a background in organizational behavior and years of experience as a global human resources executive at Oracle Corporation, Liz interviewed more than 150 leaders on four continents to research her book Multipliers: How the Best Leaders Make Everyone Smarter. Liz observes that all leaders lie somewhere on a continuum between diminishers, who exercise tight control in a way that underutilizes their team’s creative talents, and multipliers, who set challenging goals and then help employees achieve the kind of extraordinary results that they themselves may not have known they were capable of.

Entrenched myth: Successful leaders in a turbulent world are bold, risk-seeking visionaries. Contrary finding: The best leaders we studied did not have a visionary ability to predict the future. They observed what worked, figured out why it worked, and built upon proven foundations. They were not more risk taking, more bold, more visionary, and more creative than the comparisons. They were more disciplined, more empirical, and more paranoid. Entrenched myth: Innovation distinguishes 10X companies in a fast-moving, uncertain, and chaotic world. Contrary finding: To our surprise, no. Yes, the 10X cases innovated, a lot. But the evidence does not support the premise that 10X companies will necessarily be more innovative than their less successful comparisons; and in some surprise cases, the 10X cases were less innovative. Innovation by itself turns out not to be the trump card we expected; more important is the ability to scale innovation, to blend creativity with discipline. Entrenched myth: A threat-filled world favors the speedy; you’re either the quick or the dead. Contrary finding: The idea that leading in a “fast world” always requires “fast decisions” and “fast action”—and that we should embrace an overall ethos of “Fast! Fast! Fast!”—is a good way to get killed. 10X leaders figure out when to go fast, and when not to. Entrenched myth: Radical change on the outside requires radical change on the inside. Contrary finding: The 10X cases changed less in reaction to their changing world than the comparison cases. Just because your environment is rocked by dramatic change does not mean that you should inflict radical change upon yourself. Entrenched myth: Great enterprises with 10X success have a lot more good luck. Contrary finding: The 10X companies did not generally have more luck than the comparisons. Both sets had luck—lots of luck, both good and bad—in comparable amounts. The critical question is not whether you’ll have luck, but what you do with the luck that you get.

Even though the Internet provided a tool for virtual and distant collaborations, another lesson of digital-age innovation is that, now as in the past, physical proximity is beneficial. There is something special, as evidenced at Bell Labs, about meetings in the flesh, which cannot be replicated digitally. The founders of Intel created a sprawling, team-oriented open workspace where employees from Noyce on down all rubbed against one another. It was a model that became common in Silicon Valley. Predictions that digital tools would allow workers to telecommute were never fully realized. One of Marissa Mayer’s first acts as CEO of Yahoo! was to discourage the practice of working from home, rightly pointing out that “people are more collaborative and innovative when they’re together.” When Steve Jobs designed a new headquarters for Pixar, he obsessed over ways to structure the atrium, and even where to locate the bathrooms, so that serendipitous personal encounters would occur. Among his last creations was the plan for Apple’s new signature headquarters, a circle with rings of open workspaces surrounding a central courtyard. Throughout history the best leadership has come from teams that combined people with complementary styles. That was the case with the founding of the United States. The leaders included an icon of rectitude, George Washington; brilliant thinkers such as Thomas Jefferson and James Madison; men of vision and passion, including Samuel and John Adams; and a sage conciliator, Benjamin Franklin. Likewise, the founders of the ARPANET included visionaries such as Licklider, crisp decision-making engineers such as Larry Roberts, politically adroit people handlers such as Bob Taylor, and collaborative oarsmen such as Steve Crocker and Vint Cerf. Another key to fielding a great team is pairing visionaries, who can generate ideas, with operating managers, who can execute them. Visions without execution are hallucinations.31 Robert Noyce and Gordon Moore were both visionaries, which is why it was important that their first hire at Intel was Andy Grove, who knew how to impose crisp management procedures, force people to focus, and get things done. Visionaries who lack such teams around them often go down in history as merely footnotes.

the Great Man theory (that leaders are born not made, the concept closest to our idea of some people, such as Rick Rescorla, having the ‘right stuff’); trait theory (a derivative of Great Man theory, which posits that leaders are distinguished by the traits or attributes they display, such as integrity and trustworthiness); psychoanalytic theory (Freud’s idea that all social groups are representations of the family); charismatic leadership (in which a figure attracts followers purely on the basis of personality); behavioural theory (that effective leadership results from certain behaviours); situational theory (that the way leadership is executed depends on the situation); contingency theory (an expansion of situational theory, which, in addition to situation, takes account of variables such as the kind of task for which leadership is required and how much power the leader has); transactional versus transformational leadership theory (which contrasts a fairly conventional style of leadership with a more visionary, inspirational style); distributed leadership theory (which eschews a strict hierarchy for a more fluid model, in which leadership roles are shared naturally rather than being formally assigned); and servant leadership theory, in which leadership is carried out purely for the benefit of the group, often at cost to the leader himself.

But the Seventh Generation idea, articulated more than 300 years ago in the Iroquois Gayanashagowa (the “Great Binding Law” or “Great Law of Peace” 9 ), remains as radical and visionary as ever: that leaders should take actions only after contemplating their likely effects on “the unborn of the future Nation . . . whose faces are yet beneath the surface of the ground.” Seven generations, perhaps a century and a half, is longer than a single lifetime but not beyond human experience. It is the span from one’s great-grandparents to one’s great-grandchildren. From the standpoint of the Seven Generations principle , our current society is a kleptocracy stealing from the future. What would it take for this old idea to be adopted in a modern world that does not even acknowledge time?

Leading as a charismatic visionary—a “genius with a thousand helpers” upon whom everything depends—is time telling. Shaping a culture that can thrive far beyond any single leader is clock building.

Built to Last: Successful Habits of Visionary Companies and Good to Great: Why Some Companies Make the Leap … and Others Don’t,

In dreaming about what he would like to become or achieve, his goals are invariably highly individualistic. He must become the composer, the solo performer, the genius scientist who makes the unique discovery. If he is to be noticed at all, then he must be centre stage. If he can’t be centre stage in an area of interest, then he must withdraw and resort to vitriolic criticism. … General role models for INTPs are individualistic, creative and perhaps enigmatic people. Innovative free-thinkers who follow their own new paths are usually greatly respected. Famous historical figures who attract the INTP’s greatest respect are scientists, composers, inventors and, in society, revolutionary leaders and noble visionaries who bring about major change. Above all, individualism is the key factor, while vision is the most highly prized asset.

When he died, much was made of how singular Steve Jobs had been. For comparisons, observers needed to reach back to the mythic inventors and showmen of earlier eras, particularly Thomas Edison and Walt Disney. Jobs was singular, to be sure. But he also was of a type. He was what psychotherapist and business coach Michael Maccoby called a “productive narcissist.” In 2000, Maccoby published an insightful article in the Harvard Business Review that applies Freudian terminology to three categories of executives Maccoby had observed in corporate life. “Erotics” feel a need to be loved, value consensus, and as a result are not natural leaders. These are the people to whom a manager should assign tasks—and then heap praise for a job well done. “Obsessives” are by-the-books tacticians with a knack for making the trains run on time. An efficient head of logistics or bottom-line-oriented spreadsheet jockey is the classic obsessive. The greats of business history, however, are “productive narcissists,” visionary risk takers with a burning desire to “change the world.” Corporate narcissists are charismatic leaders willing to do whatever it takes to win and who couldn’t give a fig about being liked. Steve Jobs was the textbook example of a productive narcissist. An unimpressed Jobs was famous for calling other companies “bozos.” His own executives endured their rides on what one called the “bozo/hero rollercoaster,” often within the same marathon meeting.

(Leaders are dreamers who look into the future and see reality before it comes to pass. Visionary dreamers often provoke jealousy in the people around them.)

Entrenched myth: Successful leaders in a turbulent world are bold, risk-seeking visionaries. Contrary finding: The best leaders we studied did not have a visionary ability to predict the future. They observed what worked, figured out why it worked, and built upon proven foundations. They were not more risk taking, more bold, more visionary, and more creative than the comparisons. They were more disciplined, more empirical, and more paranoid.

Steve was the best delegator I ever met,” Johnson said at Stanford. “He was so clear about what he wanted that it gave you great freedom.

As a great marketer, Steve understood that every interaction a customer had with Apple could increase or decrease his or her respect for the company.

Visionaries will always meet opposition from weak minds but the seeds

Despite his business woes, Steve did have reasons to smile. If he was adrift professionally, he was starting to settle personally, in a way that gave him great satisfaction. His daughter Lisa had just come to live with him and Laurene. This was a complicated kind of atonement on his part, given the way he had immaturely and irresponsibly tried to deny his paternity. And the impending arrival of his son, Reed, excited this very untypical man in a deeply normal way. Reed, of course, was the first child he had planned for, and when he arrived in October, Steve reacted as so many fathers do—he became a know-it-all, in that deadly serious way that’s deeply amusing to parents who have been through the exercise. “They were classic new parents,” remembers Mike Slade. “They did everything wrong. They were both hippies, right? So the kid was in their bed the whole time, the kid was only breastfed. So what did the kid do? Let’s see, he screamed all the time and he was hungry all the time ’cause, duh, right? So within a week they looked like prison camp survivors.

Like, if you go to New York and you get the best cabdriver in the city, you might get there thirty percent faster than with an average taxicab driver. A 2 to 1 gain would be pretty big. In software, it’s at least 25 to 1. The difference between the average programmer and a great one is at least that. We have gone to exceptional lengths to hire the best people in the world. And when you’re in a field where the dynamic range is 25 to 1, boy, does it pay off.

Having a great idea or being a charismatic visionary leader is “time telling”; building a company that can prosper far beyond the presence of any single leader and through multiple product life cycles is “clock building.

Steve was certainly lucky that things went this way for him at Pixar, a sideline outfit that he bought on something of a whim, that succeeded in a business he didn’t intend for it to pursue, and that made him far wealthier than the company that was his life’s true work. Ed Catmull has thought a lot about the role luck plays at a great company, and how businesspeople manage that luck. It’s all in the preparedness, he says, and in creating a culture that can adapt to the unexpected. “These things are always going to happen. What separates you is your response,” he says. Steve responded well, and that’s in part because of his greatest piece of luck: getting to work with Lasseter and Catmull. In many ways, his response to the principles he gleaned from them would be a catalyst for his later success at Apple.

When one of the Jewish Sibylline Oracles imagines what God’s perfect world will look like on its arrival, it claims: “The earth will belong equally to all, undivided by walls or fences…. Lives will be in common and wealth will have no division. For there will be no poor man there, no rich, and no tyrant, no slave. Further, no one will be either great or small anymore. No kings, no leaders. All will be on a par together” (2:313–38). So we moderns should not think we invented everything.

But only in writing this book have I come to understand just how much the personal life and the business life of Steve Jobs overlapped, and just how much the one informed the other. You can’t really understand how Steve became our generation’s Edison and Ford and Disney and Elvis, all rolled into one, until you understand this. It’s what makes his reinvention such a great tale.

Steve was always hell-bent on hiring the very best people in the world, especially engineers. “In most businesses, the difference between average and good is at best 2 to 1,” Steve once told me. “Like, if you go to New York and you get the best cabdriver in the city, you might get there thirty percent faster than with an average taxicab driver. A 2 to 1 gain would be pretty big. In software, it’s at least 25 to 1. The difference between the average programmer and a great one is at least that. We have gone to exceptional lengths to hire the best people in the world. And when you’re in a field where the dynamic range is 25 to 1, boy, does it pay off.

And the only way to do great work is to love what you do. If you haven’t found it yet, keep looking. Don’t settle. As with all matters of the heart, you’ll know when you find it.

The only purpose, for me, in building a company is so that that company can make products. One is a means to the other. Over a period of time you realize that building a very strong company and a very strong foundation of talent and culture in a company is essential to keep making great products. “The company is one of the most amazing inventions of humans, this abstract construct that’s incredibly powerful. Even so, for me, it’s about the products. It’s about working together with really fun, smart, creative people and making wonderful things. It’s not about the money. What a company is, then, is a group of people who can make more than just the next big thing. It’s a talent, it’s a capability, it’s a culture, it’s a point of view, and it’s a way of working together to make the next thing, and the next one, and the next one.” A talent, a capability, a culture, and a point of view: the Apple he was in the midst of re-creating would have all these things, as would the products it would create.

Bill Gates told me after Steve’s death. “You know, if you were going to do hardware and software together, and you’re going to do a few super, super nice designs, and you’re going to do it end-to-end where partnerships aren’t the key thing, where you control that experience totally. He managed a great organization that was purpose-fit to that.” We had been chatting about why so many books had been written promising to reveal how to do business “the Apple way,” or “the Steve Jobs way.” Bill was describing why Steve is a unique managerial case, someone whose model has limited applications. “Maybe you should call your book Don’t Try This at Home,” he said, only half joking. “So many of the people who want to be like Steve have the asshole side down. What they’re missing is the genius part.” One

The only way to do great work is to love what you do.

Ed Catmull has thought a lot about the role luck plays at a great company, and how businesspeople manage that luck. It’s all in the preparedness, he says, and in creating a culture that can adapt to the unexpected. “These things are always going to happen. What separates you is your response,

One day I asked him if he had come to enjoy the process of building companies, now that he was trying to do so for a third time. “Uh, no,” he started, as if I were a fool. But if he didn’t enjoy building companies, he sure had a thoughtful and convincing way of describing why he kept doing it. “The only purpose, for me, in building a company is so that that company can make products. One is a means to the other. Over a period of time you realize that building a very strong company and a very strong foundation of talent and culture in a company is essential to keep making great products.

Challenges, confrontations: in his limited experience, this was how you got things done; this was how the great stuff broke through.

Sometimes life hits you in the head with a brick. Don’t lose faith.… The only way to do great work is to love what you do. If you haven’t found it yet, keep looking.… As with all matters of the heart, you’ll know when you find it. And, like any great relationship, it just gets better and better as the years roll on.

a great company stay great without its visionary leader? I thought that if any company could, it would be Apple.

King’s visionary speech is widely regarded as one of the finest speeches

Walt Disney was a visionary leader. He had no leadership books or training courses to give him guidance. He operated, as many great leaders do, on instinct and observation.

Great companies need both a visionary leader and a skilled executive: one for the top line, the other for the bottom line. As Fortune’s Ronald Henkoff wrote in November 1996, “The businesses that thrive over the long haul are likely to be those that understand that cost cutting and revenue growing aren’t mutually exclusive. Eternal vigilance to both the top and bottom lines is the new ticket to prosperity

What’s Slipping Under Your Radar? Word Count: 1096 Summary: Ben, a high-level leader in a multi-national firm, recently confessed that he felt like a bad father. That weekend he had messed up his Saturday daddy duties. When he took his son to soccer practice, Ben stayed for a while to support him. In the process, though, he forgot to take his daughter to her piano lesson. By the time they got to the piano teacher’s house, the next student was already playing. This extremely successful businessman felt like a failure. Keywords: Dr. Karen Otazo, Global Executive Coaching, Leadership Article Body: Ben, a high-level leader in a multi-national firm, recently confessed that he felt like a bad father. That weekend he had messed up his Saturday daddy duties. When he took his son to soccer practice, Ben stayed for a while to support him. In the process, though, he forgot to take his daughter to her piano lesson. By the time they got to the piano teacher’s house, the next student was already playing. This extremely successful businessman felt like a failure. At work, one of Ben’s greatest strengths is keeping his focus no matter what. As a strategic visionary, he keeps his eyes on the ongoing strategy, the high-profile projects and the high-level commitments of his group. Even on weekends Ben spends time on email, reading and writing so he can attend the many meetings in his busy work schedule. Since he is so good at multi-processing in his work environment, he assumed he could do that at home too. But when we talked, Ben was surprised to realize that he is missing a crucial skill: keeping people on his radar. Ben is great at holding tasks and strategies in the forefront of his mind, but he has trouble thinking of people and their priorities in the same way. To succeed at home, Ben needs to keep track of his family members’ needs in the same way he tracks key business commitments. He also needs to consider what’s on their radar screens. In my field of executive coaching, I keep every client on my radar screen by holding them in my thinking on a daily and weekly basis. That way, I can ask the right questions and remind them of what matters in their work lives. No matter what your field is, though, keeping people on your radar is essential. Consider Roger, who led a team of gung-ho sales people. His guys and gals loved working with him because his gut instincts were superb. He could look at most situations and immediately know how to make them work. His gut was great, almost a sixth sense. But when Sidney, one of his team of sales managers, wanted to move quickly to hire a new salesperson, Roger was busy. He was managing a new sales campaign and wrangling with marketing and headquarters bigwigs on how to position the company’s consumer products. Those projects were the only things on his radar screen. He didn’t realize that Sidney was counting on hiring someone fast. Roger reviewed the paperwork for the new hire. It was apparent to Roger that the prospective recruit didn’t have the right background for the role. He was too green in his experience with the senior people he’d be exposed to in the job. Roger saw that there would be political hassles down the road which would stymie someone without enough political savvy or experience with other parts of the organization. He wanted an insider or a seasoned outside hire with great political skills. To get the issue off his radar screen quickly, Roger told Human Resources to give the potential recruit a rejection letter. In his haste, he didn’t consult with Sidney first. It seemed obvious from the resume that this was the wrong person. Roger rushed off to deal with the top tasks on his radar screen. In the process, Sidney was hurt and became angry. Roger was taken by surprise since he thought he had done the right thing, but he could have seen this coming.

Nigeria's story has not only been about its elites. Nigerians often treated elected civilian leaders and military dictators as two rival lovers courting them. When civilians are in power, Nigerians often nostalgically recall the supposed discipline and stability of military rule, yet, when suffering under military dictatorship, they campaigned for democracy as a utopian salvation. Being in Nigeria sometimes feels like being on a frightening rollercoaster rideWhile on the ride one will scream in terror and want the ride to endHoweveronce it ends, one wants to get back on and experience the adrenaline rush again. Along with their adrenaline addiction, many Nigerians harbour a Messiah complex that their country is potentially a great one, if only power would fall into the hands of a visionary leader

Besides religious founders, we also have political party leaders, both are visionaries who build their foundations on a cult of worship, big promises and great beliefs.

Jack’s secret is not just to reward people for their profit contribution in the “great game of business.” It’s to put real numbers right in workers’ faces so they make better decisions every minute, every day, for every customer. I would go one step further, and maybe Jack already has. I would give employees a minor share in the overall company, but I would also then use software to measure each individual’s or team’s contributions after fair overhead allocations and direct costs. This would mean the back-line “servers” have fair revenue recognition of their efforts on behalf of the front-line “browsers” who actually serve the end customers. Is this not possible in a light-speed world of software and business metrics? We need more real business leaders and visionaries like Jack Stack, not BS Wall Street leverage artists or old-line corporate managers who merely streamline their top-down management systems while their workers wait for their unfunded retirement and death. And we need real educators, like Neil deGrasse Tyson, who can make science understandable to everyday people. Most of all, we need people to love what they do so much that they won’t even think of retiring at age 63 or 65 or even 75. They’re so productive and happy that they don’t worry about a retirement that doesn’t make sense to them anymore, though it’s there if they have health challenges. They’re too busy satisfying their customers and creating new businesses to contemplate life without that fulfillment. They’re so focused on what they do that they’re like the champion basketball player who’s totally “in state” and one with his process. They’re certainly not bored or waiting to retire and do nothing!

Renbourn recorded his great second LP Another Monday in the makeshift studio at Bill Leader’s Camden Town flat.

Leading as a charismatic visionary—a “genius with a thousand helpers” upon whom everything depends—is time telling. Shaping a culture that can thrive far beyond any single leader is clock building. Searching for a single great idea upon which to build success is time telling. Building an organization that can generate many great ideas is clock building. Leaders who build enduring great companies tend to be clock builders, not time tellers. For true clock builders, success comes when the organization proves its greatness not just during one leader’s tenure but also when the next generation of leadership further increases flywheel momentum.

In his acclaimed work Built to Last, Jim Collins describes the culture of “visionary companies.” Two of the four traits he observed in the culture of great companies are related to their actual beliefs. A strong culture has, according to Collins, a fervently held ideology and indoctrination of that ideology.3 Surely a company should not have a more fervently held ideology than a local body of believers. Surely a company should not be more passionate about indoctrination than a local church. While not everything that is articulated is really believed, what is really believed is always articulated. If something is really valued, it is declared. Language and words help create the culture one lives in. When the Babylonians, for example, took Daniel and his contemporaries into captivity, they schooled the people of God in their language and literature (Dan. 1:4). The Babylonian leaders knew the power of words, both spoken and read, in attempting to form culture. The articulated beliefs and even how they are articulated help form the culture. How a church speaks of those outside the church, of the Scripture, and of the mission influences the culture greatly. The artifacts of church culture are the visible, tangible expressions of a church’s actual and articulated beliefs. Artifacts include common behaviors, informal rules for interaction, and other customs. Artifacts also include the formal behavioral management systems like policies, organizational structures, meeting formats, and required procedures. Church cultures even express their beliefs through artifacts that are nonhuman. Our buildings, technology, art, music, and other resources and tools constitute expression of our culture. Our programs and church calendars are expressions of who we are and are embedded in our cultures. Artifacts reveal a church’s worldview and simultaneously shape the church to continue believing it.

2. Form a guiding coalition. Effectively leading change requires a community of people, a group aligned on mission and values and committed to the future of the organization. Nehemiah enlisted the wisdom and help of others. He invited others to participate in leading the effort to rebuild the wall. As you diagnose the culture in your church, do not lead alone. Change will not happen with one lone voice. It is foolish for leaders to attempt to lead alone, and insanity for leaders to attempt to lead change alone. 3. Develop a vision and strategy. Vision attracts people and drives action. Without owning and articulating a compelling vision for the future, leaders are not leading. The vision Nehemiah articulated to the people was simple and compelling: “Let us rebuild the wall of Jerusalem, and we will no longer be in disgrace.” Nehemiah wisely rooted the action of building the wall with visionary language: “We are the people of God and should not be in disgrace.” The vision to build leaders is more challenging than building a wall, but the motivation is the same: “We are the people of God. We must spread His fame to all spheres of life and to the ends of the earth.” 4. Communicate the vision. Possessing a vision for change is not sufficient; the vision must be communicated effectively. Without great communication, a vision is a mere dream. Nehemiah communicated the vision personally through behavior and to others through his words. Besides his communication, Nehemiah embodied the vision. His commitment to it was clear to all. He traveled many miles and risked much to be in Jerusalem instigating change. He continued to press on toward the completion of the vision despite ridicule (Neh. 6:3). Vision is stifled when the leader preaches something different than he lives. If a church is going to effectively communicate the vision to develop and deploy leaders, this vision must own the leaders. It must compel you to personally pour your life into others.

A digital CIO has to be a digital visionary, a transformational leader; an empathetic communicator; a good facilitator, a great listener, and an excellent digital game changer.

Steve may have chewed people apart in a meeting, but afterward they almost always had two things to say: One is, he was right. What they’ll tell you next is that they learned “good enough” isn’t good enough. And the next time they came back to meet with Steve, they came in with something great. It’s like anything in life. There are standards. The standards have to be enforced. If the standards aren’t enforced, then the standards slip. This is the role of the CEO in any company. Some care and some don’t. Great CEOs care a lot. Steve cared a lot. “Nice” CEOs who don’t hold the line on standards do not build great places to work. They may build a nice place to work, but they will not build a great place to work. Then the great people will leave, and then the company will degenerate into mediocrity. Steve built Apple into the best place to work.

Dissident psychiatrist John Weir Perry had a theory. He believed that visionaries, prophets, and mad persons are able to descend into the deepest level of the unconscious and access new myths that guide societies in making transitions in times of crisis. Those who are leaders may 'deliver the new myth' that is going to be accepted for the next phase of the culture's evolution. He explained the dynamic in The Heart of History, 'The poetic and prophetic souls possessing the great vision of the new way would become the mouthpieces of the psyche in its dynamic upheaval of renewal. Their effect upon the culture of the world would be to stir a momentous rush of enthusiasm into new concerns.

There were endless stories locked into the silent, cool mass of the Wall, so many memories of stories of so long ago, now only to be imagined. What an incredible feat of human imagination and engineering. A real tribute to visionary and tenacious (if tyrannical) leaders who held a nation together with a common goal, from dynasty to dynasty over the many centuries.

all that personality stuff is just the packaging, the window dressing. What’s the truth of your ambition? Do you have the humility to continually grow, to learn from your failures and get back up? Are you utterly relentless for your cause, ferocious for your cause? Can you channel your intensity and intelligence and energy and talents and gifts and ideas outward into something that is bigger and more impactful than you are? That’s what great leadership is about.

My brother Jordan was also a talented athlete, but his mind was his greatest attribute. He loved to learn. He loved to take things apart and figure out how to put them back together. He didn’t want to hear imaginary bedtime stories; he wanted to hear stories about real people in history. My mom had a new story every night for him, about great world leaders or visionary scientists, and she researched the facts and wove them into engaging tales.

1. Watch the news together. Select one crisis and answer the question: If I was in charge of this what would I do? List solution-steps they could take. 2. Groom the optimist in them. Have them read and listen to positive books and tapes. Feed them with big ideas from great people. 3. Have them write out their dreams. Then, have them list their skills and talents. Do any match? Ask them what they would do if they had no fear of failure. 4. Go with them to interview a visionary leader. Ask that leader how they think about problems. How do they perceive opportunities? 5. Discuss current events each week. Ask them to identify one burden or problem