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Vision creates the focus for the organisation; results get attention; and communication pulls it together.

 In “Leadership is an art”, Max DePree states  “the first responsibility of a leader is to define reality”. Visioning  can be seen as an ongoing process of orienting an organisation to the emerging realities of the outside environment. 

The leader is the direction setter and must define the vision – and it is the subordinates who must define the objectives that move the organisation toward those goals.

Thus, the first task of effective leadership must be to have a vision that is compelling enough to command attention – to win commitment of the members of the organisation so they are motivated to achieve common goals.  

A shared vision :

• creates alignment and common purpose;
• allow peoples meet the need to do meaningful work;
• increases the discretionary efforts put into the task;
• defends against the forces of doubt, cynicism and self-interest; and
• encourages risk taking.

However, having a compelling vision alone is inadequate for accomplishment as a leader, and must be complemented by communication and relationship building skills.

 Millions of words are written annually about leadership. What do they look like in practice?

Look at Christopher Wren – his convictions, not his structural columns, support London

“The noted English architect Sir Christopher Wren once built a structure in London.  His employers claimed that a certain span Wren planned was too wide, that he would need another row of columns for support. Sir Christopher, after some discussion, acquiesced.  He added the row of columns, but he left a space between the unnecessary columns and the beams above. “

“The worthies of London could not see this space from the ground. To this day, the beam has not sagged.  The columns still stand firm, supporting nothing but Wren’s conviction.”

“Leadership is much more than an art, a belief, a condition of heart, than a set of things to do. “

“The visible signs of artful leadership are expressed, ultimately, in its practice.”

Think about it: The visible signs of  leadership are expressed in its practice.

• How do you express your leadership? What is the “group”

• What are your convictions?

Wren knew what his job was, understood the difference between wants and needs, was data driven…and importantly had a strength of purpose. He delivered a result without compromising his convictions.

There is a big message in the empty space between Wren’s columns and beams.

He found a way forward, and was prepared to stand by, and be judged against, his convictions.

Quotes from M O De Pree (1989)  Leadership is an Art.   Melbourne: Australian Business Library, Information Australia. pp.   135-136