I Have A Dream

Okay, so that probably isn’t the intended use of Dr. King’s famous words….. But you can’t deny that he was a man that could create and present a vision/strategy, right?

We can’t all be the visionary that Dr. King was, but my research shows that there are some specific skills related to the vision function that are critical to the new executive. That skill set includes: understand the big picture; create vision, mission, and strategy; and develop shared values.

In order the create the vision for his/her organization, the executive must have the skill to understand the big picture. Just how wide this picture is will depend on the organization, the company, the industry, and even the larger environment. In some instances, understanding the big picture might mean knowing how the executive’s area of responsibility fits within the larger organization. Or in other cases, the executive must know how the larger organization fits into the environment in which it operates. So the skill is not just understanding the bigger picture, but also understanding the context in which the picture must be viewed.

As for the creation of vision, mission, and strategy….. Well, the new executive should have the skill to move from the tactical, day-to-day operating environment to a more strategic, long-term view. As much as we would all like to believe (and I know that I’ve said) that the executive should stay out of the “doing” of the organization, it just doesn’t always work that way in real life. The fact is, even though you are an executive, you WILL get drawn into the “doings of the organization”. That’s okay, with two caveats. First, you have to know when to back away from the “doing” and let someone else take the lead. And second, you have to be able to fluidly switch from the “doing” to the “planning”. That is often easier said that done.

Beyond this, the new executive should have the skill to create a vision, mission, and strategy for the organization. This also means leading the effort to convert the strategy into the tactics for achieving it. It also means bringing the communication skills we’ve previously discussed to bear. Dr. King was a fine example of “selling” the vision to the people that needed to buy-in --- the people that would execute the vision.

There is also the skill of creating shared values within the organization. This is ultimately derived from setting the strategy and then communicating, as well as empowering people to achieve the goals. The thinking here is that through the common group effort, shared values begin to emerge and, over time, are solidified.

One other note from the survey…… my participants were clear about the fact that the skills related to the vision function are the exclusive purview of the executive. You should never, and I mean never, delegate the setting of the vision, mission, and strategy. Yes, you can get your people involved in the research that goes along with devising a strategy. And yes, you should get their input on it. And yes, they will be the primary doers of the tasks to achieve it. But, you are the boss. You set the direction.

Dr. King had this function nailed. He created a beautiful vision. He took a long-term view. He understood how this vision fit within the larger environment. And he created some powerful shared values. A pretty darned good leader to emulate.

Cheers!