The Vision vs. Values Conundrum!
Capt. A. Nagaraj Subbarao, PhD
Author | Professor of Strategy & Leadership | Dean | Case Study Evangelist | Navigator & Sea Captain | Entrepreneur | Food Blogger | Amateur Historian | Intrepid Walker
The "Vision vs. Values" conundrum reflects a common tension in organisations between pursuing long-term goals (vision) and staying true to core principles (values). This tension also applies to individuals.
Often, we see brilliant students who suddenly seem to encounter difficulties in their careers and then lose their way, eventually leading to stunted career growth and frustration.
We all grow up with values from family, school, and society. There is no escaping the signalling that happens throughout our childhood. Unfortunately, these values largely depend on our parent's and peer group's education. It is almost unimaginable that a person growing up in a corrupt and dishonest environment will be a person of integrity later in life unless interventions occur.
Vision refers to a person's aspirational long-term goals. It defines what the person aims to achieve in the future and shapes strategic direction. A clear vision provides a sense of purpose and guides decision-making, innovation, and growth. There is a terminality to vision. The work-in-progress part comes from our values. Values are the tools that make the vision happen.
Values represent the beliefs, ethical foundation and principles that a person holds dear. They are the beliefs and standards that guide behaviour and decisions. Values ensure that the person remains grounded in what they stand for while pursuing success.
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The Conundrum
Tension arises when pursuing a bold vision conflicts with established values. For example, a person with a vision of rapid career growth may face pressure to compromise his values—such as integrity and honesty. If integrity and honesty are important values, then there is a problem.
This is a problem that many leaders face. Take the rather hilarious example of General George Patton, the great American World War II military leader. His vision aligned with what his country wanted, a rapid advance across France and a race to Berlin before the Russians arrived from the East. Patton did achieve that, the Nazis were the enemy, and he crushed them; he collaborated with the Russians in doing so. After accepting the surrender of many German troops, he lost no time in allegedly calling them friends and playing golf with them. (To him, the Russians were the real enemy, while the Germans were misguided friends). This strange behaviour did not go well with the American people or his boss, General Eisenhower, in Washington. The Russians under Stalin were hardly amused and bitterly complained about this strange behaviour. One of America's most outstanding soldiers ended his illustrious career with a sad and anti-climatic end.
Innovative leaders try to align their vision and values with their organisation's vision and values or their countries.
Adjunct Professor - Digital Strategy & Business Transformation, Operations & Supply Chain Management, Business & Cyber Law
1 个月Taking inspiration from Digital Thread, a V-Thread could reinforce learning at both the MBA and EMBA levels, where cases on context, content, and conduct matter. After all, there is no better time than now for innovative learning in upper and lower dimensions to be given to future leaders as we enter the top three in the world. Sustainability matters, too. It's lifelong learning; better late than never, although better never late is desirable.
Independent Consultant (Fertilizers & Chemicals / Supply-Chain Mgmt.) | Professor of Practice (MBA/BBA) | Director | Aspiring Board Member | Philanthropy
1 个月I think Rana Kapoor, the founder of Yes Bank can be an example. He had a VISION for the bank to be the largest private sector player, but along the way he lost sight of his VALUES and ended up going to prison for amassing more than INR. 2500 Crores for himself & family.
The Lead Without a Title Manifesto
1 个月In leadership role play, most of us go through this catch-22 situation; Recently two men in Indonesia entered a chicken-or-egg debate during a drinking party. One man emotionally enraged; stabbed the other 15 times and finished him. It's uncertain which side the killer took.
IT Strategy, Management Consulting, Training and Development - Independent Consultant
1 个月This is a challenge all with visionary leaders face. Ethical values are if a higher priority. It is the calling of the moment that one needs to make a choice. Arjun's dilemma in the battlefield is one such. This raises an important questio when one thinks of ethics. Ethical for what? Personal values or values of the group one belongs.
Professor of Marketing- Dayananda Sagar University (SCMS),Member - Member -NHRD
1 个月Very well said Sir If individual values and Organizational values align, Environment will be pleasant and Vision can also be attained,