Visionary Leader Quotes

Show me the heroes that the youth of your country look up to, and I will tell you the future of your country.

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.

True leaders are willing to die for their dreams. They don't oppress with ignorance; they impress with visions". They live like Martin Luther King Jr, Nelson Mandela...

Ballot papers do not define leaders. Leadership is defined by conviction, vision, passion and inspiration.

Your time is limited, so don’t waste it living someone else’s life.

Independence can neither be created nor destroyed just like energy! It can only be transferred from a fearless, resilient, intelligent & visionary "form" to another, regardless of what gender you are born with. It's the energy that seeks to free your mind.

When the vision is clear, the results will appear. Keep your mindset positive as you work your plan, flourish, and always remember why you started.

Critics are loud, but success is louder.

Whatever makes you crazy is what you were created to crack. Whatever makes you sleepless is what you were born to succeed in. Don’t give up!

Simplicity is the ultimate sophistication.

The leader has to be practical and a realist yet must talk the language of the visionary and the idealist.

They want visionaries. Leaders of men. Not reapers of them. There are limits," she continues. I snap. "There are no goddamned limits.

Goals doesn't leave you like men, goals wait, they wait for their achievers.

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.

Leaders are visionaries with a poorly developed sense of fear, and no concept of the odds against them. They make the impossible happen.

LEARN AS THOUGH YOU WOULD NEVER BE ABLE TO MASTER IT

The worst kind of poverty is the poverty of vision.

No one wants to die. Even people who want to go to heaven don’t want to die to get there.

A Mission Statement is your purpose, and a Vision Statement is what you are driving to.

Leaders don't define wealth by material things they see. They define wealth by the visions they imagine and actions they take.

I don’t really care, this is what I want to do. And if I try my best and fail, well, I tried my best.

A visionary is a leader of excellence who sees what others do not see, who achieves for now and plans for the future, who positively impacts different generations and raises up other visionaries.

One of the things I’ve always felt,” Steve told me, “is that if you’re going to be creative, it’s like jumping up in the air; you want to make damn sure the ground is going to be there when you get back.

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.

In five minutes you should know if people have confirmed, calculated & considered your vision.

What differentiates victors and victims are visions and vigor. Victims won't get the vim to step out of their situations.

Discerning the difference between a dictator and a leader is quite easy. The former cannot help but see ‘leading’ and ‘serving’ as stark contradictions that by their very nature are utterly incompatible. The latter can’t tell the difference

Start today creating a vision for yourself, your life, and your career. Bounce back from adversity and create what you want, rebuild and rebrand. Tell yourself it's possible along the way, have patience, and maintain peace with yourself during the process.

Leaders (Authors) are visionaries with a poorly developed sense of fear and no concept of the odds against them. -Robert Jarvik

من ينظر إلي خارجه .. يحلم ومن ينظر بداخله .. يستيقظ

The sun will set and the sun will rise, and it will shine upon us tomorrow in our grief and our gratitude, and we will continue to live with purpose, memory, passion, and love.

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

The most important legacy you will ever leave is your vision planted in the minds of your disciples and a passion as strong as a storm in their hearts.

Having a grand, bold goal was useless if you didn’t have the ability to tell a compelling story about how you’d get there.

It’s not about how fast you do something, it’s about doing your level best.

Every birth comes out of labour pains. The most difficult task is not about being pregnant with visions; it’s about delivering an impact that inspires lives.

In order to be a tech leader, visionary and strategist you can't fear being wrong - it is going to happen sooner or later!

With the world now a global village, your vision has to transcend different races and faces in different places around the world.

He, better than anyone, understood that while ideas ultimately can be so powerful, they begin as fragile, barely formed thoughts, so easily missed, so easily compromised, so easily just squished.

To me, a leader is a visionary that energizes others. This definition of leadership has two key dimensions: a) creating the vision of the future, and b) inspiring others to make the vision a reality.

If you look at true artists, if they get really good at something, it occurs to them that they can do this for the rest of their lives, and they can be really successful at it to the outside world, but not really successful to themselves. That’s the moment that an artist really decides who he or she is. If they keep on risking failure they’re still artists. Dylan and Picasso were always risking failure.

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.

Keep dreaming, dreams have no limit.

I can see clearly my visions.

Only the dreamer can envision and execute their dream; no one else can do it for them.

Leaders act with visions; they don't react with emotions. Maturity is when you don't allow your bad feelings to direct your good dealings.

Ineffective leadership, is the plight of followers who anoint power to the autocratic persons who's visions are not founded but are rather arbitrary in their nature.

As you build trust in yourself, your ability to expand your vision and fully live in your magnificence is amplified.

Serving my generation with excellence will mean in turn, my generation can lead with excellence.

Steve’s life wasn’t a movie. It was inspiring, confounding, and unabashedly human, to the very end.

You have to trust that the dots will somehow connect in your future.

When everybody is planting apples a visionary plants oranges.

I am mission and must complete it.

I have a vision and not a mere "dream".

Visionary leaders help people to see how their work fits into the big picture, lending people a clear sense not just that what they do matters, but also why.

Good Design is:   1.  innovative   2.  what makes a product useful   3.  aesthetic   4.  what makes a product understandable   5.  unobtrusive   6.  honest   7.  long-lasting   8.  thorough down to the last detail   9.  environmentally friendly 10.  as little design as possible

Only a visionary leadership that can motivate "the better angels of our nature," as Lincoln said, and activate possibilities for a freer, more efficient, and stable America -- only that leadership deserves cultivation and support. / This new leadership must be grounded in grassroots organizing that highlights democratic accountability. Whoever our leaders will be as we approach the twenty-first century, their challenge will be to help Americans determine whether a genuine multiracial democracy can be created and sustained in an era of global economy and a moment of xenophobic frenzy.

If you look closely at how he spent his time,” says Tim Cook, “you’ll see that he hardly ever traveled and he did none of the conferences and get-togethers that so many CEOs attend. He wanted to be home for dinner.

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.

We are told again and again by patriarchal mass media, by sexist leaders, that feminism is dead, that it no longer has meaning. In actuality, females and males of all ages, everywhere, continue to grapple with the issue of gender equality, continue to seek roles for themselves that will liberate rather than restrict and confine; and they continue to turn towards feminism for answers. Visionary feminism offers us hope for the future. By emphasizing an ethics of mutuality and interdependency feminist thinking offers us a way to end domination while simultaneously changing the impact of inequality. In a universe where mutuality is the norm, there may be times when all is not equal, but the consequence of that inequality will not be subordination, colonization, and dehumanization. Feminism

The most successful endeavors in the digital age were those run by leaders who fostered collaboration while also providing a clear vision. Too often these are seen as conflicting traits: a leader is either very inclusive or a passionate visionary. But the best leaders could be both. Robert

In an era of globalization, we recognize that we are part of a global society, but we have no idea how to make such a society work. So far, no unified vision or leadership has emerged to guide us in this endeavor. We have not yet found a way to expand the spiritual ideals of democracy so that they pertain to every human being, every animal, and every plant. Until we do, human civilization and the Earth's ecosystem will continue to be in peril.

Live your life striving to complete the journey to your vision; don't spend your life dreaming about a vision who's journey you are not willing to start.

We will never realize the vision in division

We must be drawn by the idea of where we want to go more than we dislike the idea of all the work it is going to take to get there.

Sic transit gloria mundi.

People might consider you eccentric for being different, but this is good. Leaders and visionaries are not conformists afraid of standing out.

Entrepreneur starts with an exaggeration, converts to a dream and then ends it with a vision!

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

some members burned out so completely that they were never able to work in the high-tech industry again.

Having a grand, bold goal was useless if you didn’t have the ability to tell a compelling story about how you’d get there. That seemed obvious.

Entrepreneur, let your global & generational vision start locally, now.

What separates people is the return on luck, what you do with it when you get it.

The sheer simplicity of the quadrant strategy had laid the foundation for an organization that would say no again and again—until it said yes, at which point it would attack the new project with fierce determination.

The idealized leader is a superb communicator, a visionary thinker, a hands-on specialist in everything who can also get the right things done and follow through in fine detail on everything discussed. This leader does not exist.

MOYERS: So if my private dreams are in accord with the public mythology, I'm more likely to live healthily in that society. But if my private dreams are out of step with the public – CAMPBELL: -- you'll be in trouble. If you're forced to live in that system, you'll be a neurotic. MOYERS: But aren't many visionaries and even leaders and heroes close to the edge of neuroticism? CAMPBELL: Yes, they are. MOYERS: How do you explain that? CAMPBELL: They've moved out of the society that would have protected them, and into the dark forest, into the world of fire, of original experience. Original experience has not been interpreted for you, and so you've got to work out your life for yourself. Either you can take it or you can't. You don't have to go far off the interpreted path to find yourself in very difficult situations. The courage to face the trials and to bring a whole new body of possibilities into the field of interpreted experience for other people to experience -- that is the hero's deed.

In the ever-shifting computer world of the late 1980s, building breathless anticipation for his Next Big Thing was crucial to attracting potential customers and investors, and Steve would need plenty of the latter, given that NeXT would take nearly five years to produce a working computer.

The most important leaders in the world are parents. The most important teachers in the world are students. The most important artists in the world are children. The most important preachers in the world are disciples. The most important healers in the world are patients. The most important prophets in the world are visionaries. The most powerful are those who shun power. The richest are those who shun money. The most eminent are those who shun titles. The most famous are those who shun fame. The most privileged are those who shun privilege. The most honorable are those who shun honor.

Steve embraced the marketing adage that every single moment a consumer encounters a brand—whether as a buyer, a user, a store visitor, a passerby seeing a billboard, or someone simply watching an ad on TV—is an experience that adds either credits or debits to the brand’s “account” in his imagination.

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

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.

Millennial women are less likely than Millennial men to agree that the statement "I aspire to a leadership role in whatever field I ultimately work" descried them very well. Millennial women were also less likely than their male peers to characterize themselves as "leaders," "visionaries," "self-confident," and "willing to take risks." (p.16)

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.

In November, just over four months after shipping its first iPhone, Apple revealed that it would make available a software development kit for anyone who wanted to develop apps. “That’s when we knew Steve had finally come to see the light,” Gassée says. “Suddenly, that was all anyone was talking about in the Valley and in the VC community. Hundreds of little guys signed up, and the race was on. Then they announced the App Store. And then they released the iPhone 3G [the second version, which shipped in July 2008, and had better wireless and a faster microprocessor]. It was only then that the iPhone was truly finished, that it had all its basics, all its organs. It needed to grow, to muscle up, but it was complete as a child is complete.

He directed Katie Cotton, his communications chief at Apple, to adopt a policy in which Steve made himself available only to a few print outlets, including Fortune, the Wall Street Journal, Time, Newsweek, BusinessWeek, and the New York Times. Whenever he had a product to hawk, he and Cotton would decide which of this handful of trusted outlets would get the story. And Steve would tell it, alone.

To get a better grasp of the problem, we have to ask: is the leader introducing the changes relying on his own resources, or does he depend on other people’s support; that is, does he have to beg help to achieve his goals, or can he impose them? If he’s begging help, he’s bound to fail and will get nowhere. But if he’s got his own resources and can impose his plans, then it’s unlikely he’ll be running serious risks. This is why the visionary who has armed force on his side has always won through, while unarmed even your visionary is always a loser. Because on top of everything else, we must remember that the general public’s mood will swing. It’s easy to convince people of something, but hard to keep them convinced. So when they stop believing in you, you must be in a position to force them to believe.

Apple employees had never had much respect for Microsoft’s ability to create anything but ungainly, confusing, and half-baked technologies for consumers. The animus went back decades. Even though Microsoft Word, Excel, and PowerPoint were instrumental in the early success of the Mac, Microsoft’s unforgivable sin, from the vantage point of Cupertino, was its derivative creation of Windows. Steve was being expedient when he offered to abandon Apple’s long-standing lawsuit against Microsoft to seal the deal with Gates upon his return in 1997. But folks at Apple still considered Windows a rip-off of Apple’s ideas, pure and simple.

But aren’t many visionaries and even leaders and heroes close to the edge of neuroticism? CAMPBELL: Yes, they are. MOYERS: How do you explain that? CAMPBELL: They’ve moved out of the society that would have protected them, and into the dark forest, into the world of fire, of original experience. Original experience has not been interpreted for you, and so you’ve got to work out your life for yourself. Either you can take it or you can’t. You don’t have to go far off the interpreted path to find yourself in very difficult situations. The courage to face the trials and to bring a whole new body of possibilities into the field of interpreted experience for other people to experience—that is the hero’s deed.

In our earliest history, so far as we can tell, individuals held to an allegiance toward their immediate tribal group, which may have numbered no more than ten or twenty individuals, all of whom were related by consanguinity. As time went on, the need for cooperative behavior--in the hunting of large animals or large herds, in agriculture, and in the development of cities--forced human beings into larger and larger groups. The group that was identified with, the tribal unit, enlarged at each stage of evolution. Today, a particular instant in the 4.5-billion-year history of Earth and in the several-million-year history of mankind, most human beings owe their primary allegiance to the nation-state (although some of the most dangerous political problems still arise from tribal conflicts involving smaller population units). Many visionary leaders have imagined a time when the allegiance of an individual human being is not to his particular nation-state, religion, race, or economic group, but to mankind as a whole; when the benefit to a human being of another sex, race, religion, or political persuasion ten thousand miles away is as precious to us as to our neighbor or our brother. The trend is in this direction, but it is agonizingly slow. There is a serious question whether such a global self-identification of mankind can be achieved before we destroy ourselves with the technological forces our intelligence has unleashed.

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.

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.

But Holbrooke brought to every job he ever held a visionary quality that transcended practical considerations. He talked openly about changing the world. “If Richard calls you and asks you for something, just say yes,” Henry Kissinger said. “If you say no, you’ll eventually get to yes, but the journey will be very painful.” We all said yes. By the summer, Holbrooke had assembled his Ocean’s Eleven heist team—about thirty of us, from different disciplines and agencies, with and without government experience. In the Pakistani press, the colorful additions to the team were watched closely, and generally celebrated. Others took a dimmer view. “He got this strange band of characters around him. Don’t attribute that to me,” a senior military leader told me. “His efforts to bring into the State Department representatives from all of the agencies that had a kind of stake or contribution to our efforts, I thought was absolutely brilliant,” Hillary Clinton said, “and everybody else was fighting tooth and nail.” It was only later, when I worked in the wider State Department bureaucracy as Clinton’s director of global youth issues during the Arab Spring, that I realized how singular life was in the Office of the Special Representative for Afghanistan and Pakistan—quickly acronymed, like all things in government, to SRAP. The drab, low-ceilinged office space next to the cafeteria was about as far from the colorful open workspaces of Silicon Valley as you could imagine, but it had the feeling of a start-up.

God continually chooses the least likely to be chosen, the broken and the humble. It’s clearly His modus operandi. I’ve heard this response from people when I talk about this idea: “But how can we possibly get things done without big-time visionaries? Without massive plans to save the world?” Well, the Bible actually singles out a specific, heroic animal species to illustrate how to get things done. If you want to know how to do it, don’t go to the soaring eagle. Don’t go to the impressive, roaring lion, either. God may have a different idea: Go watch the ants, you lazy person. Watch what they do and be wise. Ants have no commander, no leader or ruler, but they store up food in the summer and gather their supplies at harvest. (Prov. 6:6–8 NCV) Yes. Watch how the ants operate. They get it. Sure enough, modern research shows just how remarkable ants are. They all know what to do and when to do it. They know when to rest, when to battle intruders, when to take care of their eggs, all of it. If there are too many ants foraging, just enough ants decide to quit foraging and take on other jobs. They know how to build massive anthills that are marvels of construction engineering. And they do it all without a hierarchy. They manage it all without management. They get it done without any one ant knowing the “big picture.” No ant is a superstar. No ant is irreplaceable. How they operate is still somewhat mysterious to science, but scientists do know that ants just use the information that’s in front of them, and then they respond. That’s it. That’s all the information an ant has. The Bible singles out a species wherein every individual member does whatever needs doing, just by responding to what’s in front of it. An ant can’t worry about the big blueprint. No ant actually has the big picture. If they each do their thing, the thing right in front of them, the big picture takes care of itself.

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.