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What wastes a manager’s time?

  • lack of self-discipline
  • lack of plans
  • crisis management
  • ineffectual delegation
  • procrastination
  • inability to say no
  • attempting too much
  • personal disorganisation
  • drop-in visitors
  • telephone interruptions
  • lack of self-discipline

All are controllable: so why be out of control?

 

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What is Vision and Why is it Important?

Vision creates the focus for the organisation. 

Darling (1992:5-6) explained the need for leaders to “have an agenda, an unparalleled concern with outcomes” and to be “results-oriented” because “results get attention”.  He also considered that “their visions or intentions are compelling and pull people towards them”.  A leader is a “sower of seeds”, the “leader of learning” and the “purveyor of philosophies”, contended Reimann (1992:39-43).  

De Pree states (1989:9) “the first responsibility of a leader is to define reality”.  And visioning is seen as “part of a continuing process of orienting an organisation to the emerging realities of the outside world” (Nanus, 1992:20).  The leader is the direction setter and must define the vision; “but it is the subordinates who must define the objectives that move the organisation toward the desired outcome” (Pagonis, 1992:124).

Thus, the first task of effective leadership must therefore 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.  Berg (1992:64) asserts that a shared vision :

  • creates alignment and common purpose;
  • lifts peoples aspirations and “fulfils their desire to be part of a meaningful undertaking;
  • provides focus and inspiration for new levels of success;
  • increases the discretionary level of energy people put into the job;
  • provides a defence against the forces of doubt, cynicism and self-interest;
  • encourages risk taking; and
  • reduces turnover in personnel.  

However, having a compelling vision alone is inadequate for accomplishment as a leader, and must be complemented by communication and relationship building skills (Langeler, 1992; Rowsell and Berry, 1993).  

Berg D H (1992)  Living leadership: mastering the moment.  Journal for Quality and Participation. 15(5):62-66  

Darling J R (1992)  Total quality management: the key role of leadership strategies.  Leadership & Organisation Development Journal 13(4):3-7

De Pree M O (1989)  Leadership is an Art.   Melbourne: Australian Business Library, Information Australia.  

Langeler G H (1992)  The vision trap.  Harvard Business Review. 70(2):46-55

Nanus B (1992)  Visionary leadership: how to re-vision the future.  Futurist26(5):20-25

Pagonis W C (1992)  The work of the leader.  Harvard Business Review, 70(6):118-126

Reimann B C (1992) The 1992 Strategic Management Conference.  The Planning Forum 20(4):38-46  

Rowsell K and Berry T (1993)  Leadership, vision, values and systemic wisdom.  Leadership & Organisation Development Journal. 14(7):18-22