Visionary Leadership

In a post-covid world marked by ambiguity, many leaders are faced with the existential question of envisioning a successful future for their organization. Covid caused major shifts in both customer and employee expectations, as well as changes in industry and firm structures imposed by changing supply chains and changing markets in general. However, the question remains if leaders are well-prepared for the task of leading the with the goal of realizing a visionary future for their organizations? What skills, processes, tools and personnel are needed to pull off a major transformation that addressed the emerging business environment? In similar terms, as a leader, are you confident in your personal belief that you can pull off a transformational change? In order to self-assess, let us look at some of the skills that are critical for visionary leaders.

A visionary leader must be able to see beyond the present and able to formulate a shared vision for the future, and thereby persuade others to join that vision and work towards a mutual goal. The notion that the leader “owns” the vision should be expelled - the team or organization must share the vision in order for it to successfully take hold. Organizations now need leaders who are collaborative strategists. That is, strategy formulation is widely collaborative, as opposed to narrowly owned, and that requires new ways of working.

However, in order to get to such a shared vision, leaders must be curious about the context of their industry and operations. They must also be able to inspire their followers to strive towards a larger purpose, instilling a passion that translates to greater results. Of course, this requires good communications skills.

Visionary leaders must be able to execute by taking calculated risks, and not be afraid of failure. That requires an ability to make difficult decisions with empathy and considerations for the people involved, and communicate the choices and expectations of such decisions. Thus, a visionary leader must be a risk-taker who is comfortable with being vulnerable.

The visionary leaders must also be able and willing to adapt to, and learn from, changing circumstances. We operate in a world marked by an increasing rate of change. In this environment, strategies and decision may have a short shelf-life. Which is to say that the visionary leader must be an open minded listener who dares to change opinion in light of new evidence.

Possibly some of these skills come naturally for some leaders, but for many of us, these traits should be considered a set of muscles that must be exercised. What do you recommend for strategies to sustain yourself as a visionary leader?