Visionary Decision Making Quotes

Visionary decision-making happens at the intersection of intuition and logic.

Every decision you make in life will stem from one of two options: love or fear. Choose love.

Design attitude demands changing one’s orientation from making decisions to creating options from which to choose.

When all the facts are in, swift and clear decision is another mark of a true leader. A visionary may see, but a leader must decide. An impulsive person may be quick to declare a preference; but a leader must weigh evidence and make his decision on sound premises.

An organization must make a conscious decision about which segments to serve and which segments to ignore.

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.

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 most vexing managerial aspect of this problem of asymmetry, where the easiest path to growth and profit is up, and the most deadly attacks come from below, is that “good” management—working harder and smarter and being more visionary—doesn’t solve the problem. The resource allocation process involves thousands of decisions, some subtle and some explicit, made every day by hundreds of people, about how their time and the company’s money ought to be spent. Even when a senior manager decides to pursue a disruptive technology, the people in the organization are likely to ignore it or, at best, cooperate reluctantly if it doesn’t fit their model of what it takes to succeed as an organization and as individuals within an organization. Well-run companies are not populated by yes-people who have been taught to carry out mindlessly the directives of management. Rather, their employees have been trained to understand what is good for the company and what it takes to build a successful career within the company. Employees of great companies exercise initiative to serve customers and meet budgeted sales and profits. It is very difficult for a manager to motivate competent people to energetically and persistently pursue a course of action that they think makes no sense.

Uh, Gary,” I venture hesitantly, my voice just above the tinny pattering of rain against the car roof. Gary glances at me quickly in the rearview mirror, and then his eyes fall back on the road ahead. “This isn’t the way to my house." I go on, a little more sharply now. "Maybe you should turn on the GPS. I don’t want you to get lost.” Gary snorts. “Relax. This is a shortcut. I take this way all the time to get to your home.” I furrow my brows, trying to think back to the last time I invited him over. I can't dredge up a memory of it. “I'm sorry, when have you been to my house?” His silence makes the short hairs on the back of my neck stand. “When have you been to my house?” I repeat. He only continues to stare forward. “Do you remember when you came to Visionaries to work for me?" He asks offhandedly, catching me off-guard. "I do. It was one of the best days of my life. You were so impressive during your interview. I knew I was going to hire you. And over the years, I never once regretted the decision. Not once.” I watch as the number on the speedometer increases from forty miles per hour to sixty. The click of the locks makes me jump in my seat, and I suddenly feel claustrophobic. I can't find any words to say, so I keep quiet. Gary doesn't seem to notice, because he keeps on without pause. “It didn’t take long for me to fall madly in love with you.” He chuckled harshly. “And you rejected me.” “I don’t date people I work with. It's a rule of mine...Besides, you’re my boss, and I’m not comfortable with that.” I wonder what happened to the traffic. I search the other lanes, but they're empty.

make a decision not just because of the profit you will gain but because you want to do it.

Visionary leadership is not reactive. It refuses to arrogantly offer the right solution or give the right answer. Rather, leading with vision requires that we relate to people. Dan Allender writes, Leadership is not about problems and decisions; it is a profoundly relational enterprise that seeks to motivate people toward a vision that will require significant change and risk on everyone’s part. Decisions are simply the doors that leaders, as well as followers, walk through to get to the land where redemption can be found.3 Leadership hinges on relationship, and that requires us to risk. And though I’m convinced that visionary, relational leadership is a bedrock Christian posture, we all have a disturbing bent toward relational immaturity. I see how easily I become cynical, dismissive, judgmental, and reactive. I see how quickly I’m tempted to blast back at the person who sends a critical e-mail, or judge the person who doesn’t make progress fast enough, or get impatient with those I manage who don’t accomplish exactly what I think they should. Our journey toward dealing compassionately with difficult people doesn’t simply require us to learn a bit more about others. It also requires us to become better acquainted with ourselves.

We all know now that the 747 became the flagship jumbo jet of the airline industry, but the decision looks much different from the perspective of the late 1960s. Yet—and this is the key point—Boeing was willing to make the bold move in the face of the risks. As in Boeing’s case, the risks do not always come without pain.

Exponential Organizations are founded by innovative owners who value speed and early adoption of innovation. Think Tesla/SpaceX and Elon Musk, Amazon and Jeff Bezos, Apple and Steve Jobs. In these companies, the visionary tech founder has the ability to dictate speed and direction. From inception, these company cultures are oriented toward rapid Experimentation and data-driven decision-making rather than the comfort of humans living in the status quo.

The single most important Hatha-Yoga technique of purification is a particular type of breath control that is performed by breathing alternately through the left and the right nostril. This practice is intended to remove all obstructions from the network of subtle channels through which the life force circulates, thus making proper breath control and deep concentration possible. In the ordinary person, state the scriptures of Hatha-Yoga, the circulation of the life force is obstructed. The technique of alternate breathing is known as nādī-shodhana. When the subtle conduits (nādī)—or arcs of the life energy—are completely purified, the life force can circulate freely in the body, and it becomes amenable to voluntary control. Already Patanjali noted in his Yoga-Sūtra (2.52) that breath control has the effect of removing the “covering” (āvarana) that prevents one’s inner light to manifest clearly. The objective of Hatha-Yoga is to conduct the life force along the body’s central axis to the crown of the head. This flow of prāna through the central conduit—called sushumnā-nādī—is thought to awaken the full psychospiritual potential of the body. This potential is better known as the “serpent power” (kundalinī-shakti). When the kundalinī is awakened from its dormant state in the lowest center (cakra) at the base of the spine, it rushes up to the crown center. This ascent is accompanied by a variety of psychic and somatic phenomena. These include visionary states and, when the kundalinī reaches the top center, ecstatic transcendence into the formless Reality, which is inherently inconceivable and blissful. As the kundalinī force is active in the crown center, the rest of the body is gradually depleted of energy. This curious effect is explained as the progressive purification of the five elements (bhūta) constituting the physical body—earth, water, fire, air, and ether. The Sanskrit term for this process is bhūta-shuddhi. Purification of the body not only leads to health and inner balance but also affects the way in which a person perceives the world. This is clearly indicated in Patanjali’s Yoga-Sūtra (2.40), which states: Through purity [the yogin gains] a desire to protect his own limbs [and a desire for] noncontamination by others. The decisive phrase sva-anga-jugupsā has often been translated as “disgust toward one’s own body,” but this is not at all in the spirit of Yoga. Jugupsā is more appropriately rendered as “desire to protect.” The adept is eager to protect his body against contamination by others. This is combined with an inner distance from one’s own physical vehicle through sustained witnessing.

But as the correspondence progresses, it becomes obvious that now, unlike earlier with his mother, he can perceive and articulate his needs more and more clearly, that although he is in constant danger of subordinating his need to be a writer and to be alone to bourgeois ideals of familial happiness, he never succumbs to this danger. In the end, he knows he can never give up his writing without giving up himself, and he accepts the consequences. Since it is not possible for him to go on writing in the world from which he comes without suffering from guilt feelings, he pays for his decision by becoming ill. 5. Kafka's insight into the origins of his tuberculosis can help us in our attempts to understand psychosomatic illnesses and their societal context. Don't we as therapists make it difficult for patients to live their own lives if we have preconceived ideas about what constitutes happiness, psychic health, social commitment, altruism and goodness in a person? According to these conventional standards, still very prevalent today, Franz Kafka was a neurotic or an eccentric, whom a psychotherapist would be tempted to "socialize" in order to enable him to marry Felice. One of my goals in this chapter is to make clear how absurd such an attempt would be. A visionary of rare greatness and dept came into being, and it is obvious that his attempts to adhere to bourgeois norms were bound to fail. Whether humankind cares to pay heed or not, the prophetic power of "In the Penal Colony" endures (...) because he took his own experiences seriously and thought them through to their bitter end. Advocates of manipulative strategies in psychotherapy could counter my views by saying that not everyone has the talent of a Franz Kafka and that most people seek help because they would like to get along better with others, because they suffer from their symptoms, want to improve their relationships, cannot being themselves to marry, and the like. I would reply that these were precisely the complains Kafka had. It would be disastrous, however, not to perceive the longing to find one's true self inherent in these complains.

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!

Happiness is not a feeling, happiness is not an emotion, happiness is a decision that each of us make every single day when we wake up.

Successful people who wish to maintain their successes must make the decision to do so.

Dreaming of a Basement Remodel? Discover Its Potential and Cost with a Cost Calculator With our Cost Calculator, You’ll Get a Glimpse of Your Basement's Transformation Cost. Something is enticing about the idea of turning an often under-utilized basement into a uniquely yours space. For many homeowners, the basement represents untapped potential, a blank canvas awaiting your personal touch. Yet, as the wheels of inspiration start to turn, concerns about costs often bubble up. You're left wondering, "How much will my dream basement remodel cost?" Picture Your Dream Remodel Before delving into the numbers, let's help you visualize the possibilities. Here are some ideas to fuel your imagination: Entertainment Haven: Imagine a high-tech home theater with plush reclining chairs, surround sound, and a popcorn machine in the corner. Add a mini-bar and a pool table, and you have the ultimate entertainment zone. Home Gym: Why pay for a gym membership when you can have a personal workout space downstairs? Fit it out with your favorite equipment, a wall of mirrors, and even a sauna for post-workout relaxation. Personal Library: Floor-to-ceiling bookshelves, a cozy fireplace, comfy chairs, and warm lighting. Your basement can become the quiet escape where you dive into your favorite novels. Guest Suite: Create a luxurious guest room with an attached bath. It's not just a space for your guests; it's a retreat they'll rave about. Kid’s Playroom: Bright colors, creative storage solutions, and a place for all the toys. The basement can be the perfect place for your kids to let their imaginations run wild. Craft or Art Studio: With ample storage, good lighting, and spacious tables, your basement can transform into a sanctuary for all your creative pursuits. Each idea is an invitation to dream, to envision what your basement can become. Each idea is customizable and tailored to fit your tastes and the specific quirks of your space. Estimating: Dive into the Numbers with Our Cost Calculator Dreams are priceless, but bringing them to reality has a price tag. This is where most homeowners pause, anxiety creeping in. But fear not! Figuring out the costs doesn't mean letting go of your dream. Instead, it's about making informed decisions, adjusting as needed, and moving forward with clarity and confidence. To ease this process, we have a solution for you. If you're curious about how far your money will go and want an estimate tailored to your vision, we've got you covered. Use our Cost Calculator to get an approximate figure for your dream basement remodel. Remember, every dream remodel begins with an idea and a vision. And while costs are essential, the joy and value of a beautifully remodeled basement can far outweigh the investment. Start dreaming, start planning, and let us help you make it a reality! Stay Connected & See Our Credibility Firsthand!