The January 2009 edition of the Harvard Business Review has a piece titled “To Lead, Create a Shared Vision” by James Kouzes and Barry Posner discussing the importance of a shared vision for effective leadership… “Being forward-looking—envisioning exciting possibilities and enlisting others in a shared view of the future—is the attribute that most distinguishes leaders from non-leaders.”
It seems that organisations with a true sense of purpose, vision and passion are few and far between… The article goes on to point out that:
“… researchers who study executives’ work activities estimate that only 3% of the typical business leader’s time is spent envisioning and enlisting.”
The process of creating a shared vision requires significantly more effort that 3% of an executive or senior managers time! A shared vision is not something that can happen with just a 3% investment by executives.
When it comes to vision their is no miracle moment, rather it’s a daily journey. A journey that requires constant investment in modeling the right behaviours - daily, in communication - daily and the management of people’s expectations - daily.
- Are you investing time in developing a shared vision?
- What percentage of your time are you investing in developing a shared vision?
- How much time are you spending in enlisting others?
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