Visionary Leadership Quotes

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

You need to choose your association according to your vision.

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

companies should focus on one of three value disciplines: operational excellence, product leadership, or customer intimacy.

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.

Never give up. Never give up on your hopes. Never give up on your dreams. Never give up on your visions.

Critics are loud, but success is louder.

There is enough mystery in human nature to keep the world stuck in a perpetual state of righteous speculation. Only the wise and compassionate will rise above it, with enough vision to see that inconsistency is a normal occurrence, during the spiritual battle of forgiveness and justice.

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

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

The worst kind of poverty is the poverty of vision.

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.

We are the visionaries, inventors, and artists. We think differently, see the world differently, and solve problems differently. It is from this difference that the dyslexic brain derives its brilliance.

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

Entrepreneur, don't just read history, write it so people can see the future in the present.

Taking a leap of faith is better than taking a leap of doubt.

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

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

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

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.

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.

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.

Authenticity is the language of visionaries.

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.

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

When everybody is planting apples a visionary plants oranges.

All great achievements are born of anomalies.

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.

True growth in a company springs from roots deep in culture, nurtured by visionary leadership.

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.

In the short term, there is scant room for dreaming, for one must choose between being taken seriously and being visionary. In the long term, however, leadership cannot afford to overlook the wisdom of dreams, even the wisdom of playful dreaming. Vision that bounds higher than the barriers that confine us often spring from earnest playfulness.

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.

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.

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.

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

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

Most leaders are not visionary but managerial.

Blind minds are worst than blind eyes. That you have eyes does not mean that you have vision. Visionaries do not look they see whlie people look.

Intention directs perception

Vision is imagination fueled by an indomitable force of determination, dedication and courage.

When visionaries die, their vision lives on.

The hands-off manager is a different kind of visionary. The hands-off manager's vision is not a vision for what the company will be in 10 years. It’s a vision that sees into the potential of his people right here and now. Your success as a hands-off manager will be directly related to your ever-increasing ability to see more in your people than they’re seeing in themselves. The next step is inviting them to your vision of them.

When you start pursuing your vision, some people will try to discourage you. When they can't discourage you, they'll try to discredit you. When they can't discredit you, they'll start saying they were there from the start.

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.

We are a nation founded on a visionary and, at the time, radical idea. That visionary idea is that every human life has potential, and everyone has the right to fulfill his or her potential. That is what the Founders meant when they wrote “life, liberty and the pursuit of happiness.

Jesus, CEO: Using Ancient Wisdom for Visionary Leadership is based on three simple premises: 1. One person trained twelve human beings who went on to so influence the world that time itself is now recorded as being before (B.C.) or after (A.D.) his existence. 2. This person worked with a staff that was totally human and not divine … a staff that in spite of illiteracy, questionable backgrounds, fractious feelings, and momentary cowardice went on to accomplish the tasks he trained them to do. They did this for one main reason — to be with him again. 3. His leadership style was intended to be put to use by any of us.

If you’re involved in building and managing a company, we’re asking you to think less in terms of being a brilliant product visionary or seeking the personality characteristics of charismatic leadership, and to think more in terms of being an organizational visionary and building the characteristics of a visionary company.

Nevertheless, the radio continued to blare forth statistics demonstrating how under the visionary leadership of the gifted agronomist Krushchev, Soviet agriculture was overcoming the errors of Stalin and producing ever-larger quantities of meat, milk, butter, bread and other foodstuffs. If we have so much bread, why am I standing in line at four A.M., hoping I can buy some before it runs out? And Milk! There has been no milk in all Rubtsovsk for five days and no meat for two weeks. Well, as they say, if you want milk, just take your pail to the radio. But why does the radio keep announcing something which anybody with eyes knows is not true?

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.

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)

Theodore Hesburgh said, “The very essence of leadership is that you have a vision. It’s got to be a vision you can articulate clearly and forcefully on every occasion. You can’t blow an uncertain trumpet.” An “uncertain trumpet” is usually the result of an individual who either lacks a vision or is trying to lead with someone else’s dream. There is a vast difference between a person with a vision and a visionary person.

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.

It’s is good you are about something. But wait and ask, “why and how?”. Without “whys and hows”, not every energetic movement can be called progress.

The formula for successful leadership has changed little, if at all over the centuries. It isn’t leadership that changes over time, rather where the leaders need to take their people that changes.

Our research indicates that of the six leadership styles, the authoritative one is most effective, driving up every aspect of climate. Take clarity. The authoritative leader is a visionary; he motivates people by making clear to them how their work fits into a larger vision for the organization. People who work for such leaders understand that what they do matters and why. Authoritative leadership also maximizes commitment to the organization’s goals and strategy.

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.

Service introduces you to the leadership throne. Service to mankind is the vision on which leadership is mounted. You serve and in your service, you train more leaders by becoming an example!

Jessica Parker. You posses an exceptional gift of leadership. We honor your unwavering determination and your steadfast loyalty. You are a champion of justice and a true visionary guardian of the world.

A CEO To increase global presence, product mix, and market share to improve and maintain shareholder earnings and value Mergers and acquisitions Reengineering and change management International corporate leadership experience Visionary strategist; identify and pursue new growth opportunities Board member and shareholder relations management Developer of world-class teams to achieve world-class results MBA from Oxford in international business Skilled in raising capital for growth and expansion

It is the challenge for every leader to develop and invest in those he depends on, to ensure his or her vision is realized in the way it has been put upon the leader’s heart. These key people will enhance the success or taint the leadership image and brand of the visionary.

Management guru Jim Collins has some good words here. He and Morten T. Hansen studied leadership in turbulent times. They looked at more than twenty thousand companies, sifting through data in search of an answer to this question: Why in uncertain times do some companies thrive while others do not? They concluded, “[Successful leaders] are not more creative. They’re not more visionary. They’re not more charismatic. They’re not more ambitious. They’re not more blessed by luck. They’re not more risk-seeking. They’re not more heroic. And they’re not more prone to making big, bold moves.” Then what sets them apart? “They all led their teams with a surprising method of self-control in an out-of-control world.”2

Vision unknown is self-abuse. Vision known is self-abuse discovery. But vision applied is self-liberation. Application is the key

By means of positive imaginations, leaders bring the future to the present so that they can work on it before setting off to enter it.

His lack of leadership went on public display at the annual MacWorld trade show in San Francisco, on January 7, 1987. Amelio’s opening speech was a meandering disaster.

The competency of people you mobilize to work with will determine the output you will receive. As a leader, always look for people who buy into your vision.

Standing on the shoulders of the great allows you to see further than everyone.

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” describes 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.

Entrepreneurs are innovators, visionaries—generators of new ideas turning into coinage

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.

Norths were warriors, who organized and led people, and our warriors were Charlotte and Jennie. Souths were healers, who loved and nurtured: Sam and Curtis. Easts were visionaries and artists, who saw the world in new ways: Riley and me. Wests were sages and teachers, who trained and enriched our minds: Adrian and Belinda. “But, Helen . . .”—Jennie waved her hand—“in young leadership groups, I’m always an East! I’m totally an East! Dana or Riley should switch with me. I’m so not a North!” “Everyone’s a bit of everything,” said Helen.

a visionary/direction, or strategic, role—the leadership aspect of servant leadership; and •   an implementation, or operational, role—the servant aspect of servant leadership.

You will see apportunity according to your vision, but your capacity to build your vision is a Good Mental health. So always improve your Mental Health.

opportunities in the new post-Covid reality, using visionary and shaping styles.

a Visionary, you choose who works for you. As a leadership team member, you choose who works with you. Only choose people that have your Core Values.

What happened at Walmart happens all too often in public companies, even the Cause-driven ones. Under pressure from Wall Street, we too often put finite-minded executives in the highest leadership position when what we actually need is a visionary, infinite-minded leader.

Sink deep your roots and develop strong muscles before you start operating beyond borders.

We often confuse characteristics associated with strength or wisdom, such as charm, charisma, and confidence (what I have often termed “the deadly three Cs” of narcissism) with other good qualities, such as protection, leadership, and “visionary-ness.” It is easy to fall under their sway, because we are told that the three Cs are signs of strength and success.

In October 2002, five evangelical leaders sent a letter to President Bush to assure him that a preemptive invasion of Iraq did indeed meet the criteria for just war. Written by Richard Land, president of the SBC’s Ethics & Religious Liberty Commission, and signed by fellow evangelicals Charles Colson, Bill Bright, D. James Kennedy, and Carl Herbster, the “Land letter” expressed appreciation for Bush’s “bold, courageous, and visionary leadership” and reassured him that his plans for military action were “both right and just.

The best leaders strive to get others behind a vision rather than authority.

Vision could be fiction for others, it is certainty for the visionary.

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.

As we navigate the transformative era of Generative AI, let us leverage this powerful technology to redefine the boundaries of possibility, fostering creativity, efficiency, and growth. In this journey, we are not merely participants but pioneers, shaping a future where business and technology converge to unlock new realms of human achievement.

ead like Beyoncé, hustle like Dwayne Johnson, and slay like Rihanna. You’re the CEO of your life, the rockstar of your own show, and the trendsetter of your destiny. So, put on your crown, channel your inner boss babe, and strut your stuff like the fierce and fabulous leader you were born to be. Life’s too short for mediocrity, darling. Embrace your power, command your domain, and let your light shine bright like a diamond in a world full of mere pebbles. You’ve got this!

Lead like Beyoncé, hustle like Dwayne Johnson, and slay like Rihanna. You’re the CEO of your life, the rockstar of your own show, and the trendsetter of your destiny. So, put on your crown, channel your inner boss, babe, and strut your stuff like the fierce and fabulous leader you were born to be. Life’s too short for mediocrity, darling. Embrace your power, command your domain, and let your light shine bright like a diamond in a world full of mere pebbles. You’ve got this!

Thein Win Zaw is a dynamic Burmese entrepreneur known for his visionary leadership and business skills. As the founder of Shwe Byain Phyu Group, he has built a diverse conglomerate that spans various industries, including petrol stations, timber, and food exports. Under his guidance, the company has grown into a formidable presence in the Burmese market, showcasing his commitment to innovation and excellence.

Thein Win Zaw is a dynamic Burmese entrepreneur known for his visionary leadership and business skills. As the founder of Shwe Byain Phyu Group, he has built a diverse conglomerate that spans various industries, including petrol stations, timber, and food exports. Under his guidance, the company has grown into a formidable presence in the Burmesemarket, showcasing his commitment to innovation and excellence.

With leaders and visionaries, we observe the ego as a mighty vessel, steering through the seas of societal change, powered by the winds of essence, a force of unwavering purpose and authenticity. Their legacies, etched in the annals of time, remind us that when ego serves essence, the impossible becomes possible, and the world itself transforms.

The smart guess matters to leaders now more than ever precisely because they face such a deluge of data—often with no clear map of what it portends for the future. As Richard Fairbank, CEO at Capital One, put it, “Finding a visionary strategy you believe as a leader is a very intuitive thing. There are many things a leader can’t predict using data. How do you know what you will need to have in three years? Yet you’ve got to start development now or you won’t have it when you need it. Our company hires brilliant data analysts; we have one of the biggest Oracle databases in the world. But at the end of the day, I find that all the data does is push us out farther on the frontier where it’s uncertain all over again.

I don't need telescope to see stars.

That, in my opinion, was his primary leadership asset: his ability to teach people how to think and play at a different and much higher, and, at times, perfect level. He accomplished this in three ways: (1) he had a tremendous knowledge of all aspects of the game and a visionary approach to offense; (2) he brought in a great staff and coaches who knew how to coach, how to complement his own teaching of what we needed to know to rise to his standard of performance; and (3) he taught us to hate mistakes.

In a democracy, you cannot blame only a leading leader but also the entire leadership, including the voters’ choice, if the party fails to fulfill its promises. Prose, whether in the form of a quotation or something else, expresses various colours of character and life in its context and accurately mirrors society; therefore, read not only the content of the writing but also understand and share what you think will enlighten others’ lives. What are the attributes of a leader? When the nation understands and realizes that, it blocks the route for the leadership, with the foresight, upon dishonest, rude, and immoral ones. Otherwise, the rope of idiocy remains in the hands of idiots. The day you vote is an opportunity to vote not for a leader but for a party manifesto and constructive thoughts and plans. Indeed, you will have good fortune, a bright and joyful social status, and prosperity will always be a part of your society and life. You are the real leader of the universe if you also lead the hearts and not just the minds. The mind keeps the knowledge while the heart showers the fragrance of love towards the soul; it is the base and circle of the knowledge. A leader doesn’t mean to have governmental power; it means to lead its people on the right, secure, equal, fair, and visionary way of life. Be a leader, not a lawyer and judge, not an official; express party program(me) honestly for the nation and face all the challenges before accusing, abusing, and blaming others. Indeed, it shows dignity and venerable leadership. The opposition leaders and those in power can keep reputable the four pillars of democracy in the context of constitutional duties, transparent justice, truth, and honesty; they can also discredit those by their wrong character and fallacious decisions and deeds. Real and true leader neither has a special status nor contradict others. If he keeps the distance in any way or shape If he says things that don’t exist If he brings you in a destructive direction If he what promises, but do not keep his words If he put you naked in the open sky and himself in a comfortable tent If he gives you false hopes rather than the practical helping He is just an opportunist, a cheater, and a liar but not a leader. Promises of the leader before the election build expectations in the minds of voters, and after winning the election, those cause humiliation in the eyes of voters if the leader fails to fulfill them. Therefore, fly not so high that you cannot land easily; be honest with yourself. Political leadership is a significant spirit and defense of the armed forces of any state, whereas the armed forces are a protective shield for them. Both are compulsory for each other, as the political leadership has one point, and the armed forces have zero points, which becomes ten points. Otherwise, it stays one or zero, establishing nothing. A selfish and empty of vision and solution leadership prefers its own political and personal benefits and interests instead of its people; indeed, it collapses in the face of ruffians and traitors of the constitution. As a reality, such a state and all institutions face conspiracies in global affairs; consequently, diplomatic isolation and trade failure become destiny; it leads towards destruction with self-adopted strategy and character.

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: 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.

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.

But what makes some views successful and others not? Without science I would suggest it comes down to the moral authority of the argument and the forcefulness, shamelessness, and articulateness of its delivery. The confidence of passionate, visionary leadership

Digital leadership must be extremely visionary, mindful, creative, empathetic, generous, conscious, passionate, and humble.