Visionary Leadership: A Guidebook for 21st Century Organizations and Entrepreneurial Teams

This book provides managers and leaders with a conceptual framework for visionary leadership to help them rediscover their vision in a more meaningful way with long-lasting results. It guides managers and leaders through four overlapping phases of the vision development and realization cycle at different levels and during various life stages. It teaches leaders to embrace employees as visionary partners in the journey to build a better organization. The founder-CEO’s journey to lead a high-growth company begins with the ability to see their role within the company—and the company itself—through new lenses. While it requires a CEO to evolve and grow with their company as their plans for the company expand, the visionary should not solely set their sights on new horizons. Their ability to see within their company should become more granular as well. Featuring real-world case examples and chapter summaries with key takeaways, this book allows the business leader to walk themselves through the process of visioning with their team from start to finish. It also allows consultants and coaches to see the full lifecycle of a vision and support the visionary at any level of an organization. Foreword Preface Who Is This Book For? How Can Vision360 Be Used? Purpose of the Book What Differentiates This Book and the Vision 360 Concept? The Winding Road to Vision360 References 11 Operating Principles of Vision360 Acknowledgments Contents List of Figures List of Tables Abbreviations Part I: Expanding the Paradigm of Vision Development Chapter Summaries Introduction to Twenty-First-Century Visionary Leadership A Paradigm Shift for the Twenty-First-Century Leader Fundamental Book Themes Case Examples Structure of the Book References 1: Can an Organization Learn to See? Can an Organization Learn to See? Organizational and Individual Vision On Visionary Organizations Spend Time Just Seeing Perception and Perspective Learning to See in Complex Systems Containers Case Example: Walmart Counternarrative: Founders’ Syndrome Practical Advice for Visionary Leaders Step 1: Involve More Stakeholders Step 2: Lean into VUCA Navigating Organizational Life under VUCA Conditions Four Components of VUCA Turning the Tide and Leaning into VUCA Step 3: Frame the Future Time Vision, Desired Organizational Outcomes, and Time Horizons Scope Context Content Focal and Peripheral Vision Step 4: Flip the Switch Gravity Payments Learned to See When Leaders Flip the Light Switch Step 5: Create Lines of Sight Step 6: Encourage Creative Thinking Developing Vision with Design Thinking Techniques Step 7: Turn the Tide References 2: The Vision360 Conceptual Model Theoretical Foundations for Twenty-First-Century Visionary Leadership Defining “Vision” Within a Leadership Context Vision in Organizations The Science of Vision-Related Leadership Construct: Visionary Leadership Variables Outcomes Construct: Vision-Based Leadership Vision Realization Factors, Themes, and Variables Outcomes Construct: Vision Integration Two Polarities of Visionary Leadership Agency Emergence The Limitations of Visionary Leadership Theory A Comprehensive Mental Model for Vision Development and Realization Principles of a Conceptual Framework Conceptual Foundation for the Vision360 Framework Leader Agency Self-Organization Four Phases of Vision360 Leadership References 3: Vision Iteration: Are You in the Zone? The Vision Journey: Taking Multiple Loops of Vision Iteration Nine Zones of Vision Iteration Zone 1: The Paradigm Shift (Integration + Conception) General Description of Zone 1 Implications of Combining Phases Application to Twenty-First-Century Organizations Case Examples: Blackberry, Blockbuster, and Alphabet Application to New Ventures Summary Zone 2: The Vision Search (Conception + Adoption) General Description of Zone 2 Implications of Combining Phases Vision 1.0 Application to Twenty-First-Century Organizations Case Study: Patience Empowers 3M’s Vision Search Summary Zone 3: Experimentation (Conception + Adoption + Creation) General Description of Zone 3 Implications of Combining Phases Application to New Products and New Ventures Case Examples: Growth Through Experimentation Summary Zone 4: Vision Emergence (Integration + Conception + Adoption) General Description of Zone 4 Implications of Combining Phases: Antibodies Application to Twenty-First-Century Organizations Summary Zone 5: Translation (Creation + Integration) General Description of Zone 5 Implications of Combining Phases Application to Twenty-First-Century Organizations Case Examples: Growth Strategy Summary Zone 6: Crystallize (Adoption + Creation) General Description of Zone 6 Implications of Combining Phases Application to Twenty-First-Century Organizations Summary Zone 7: Transformation (Adoption + Creation + Integration) General Description of Zone 7 Implications of Combining Phases Application to Twenty-First-Century Organizations Application to New Ventures Summary Zone 8: Creative Tension (Creation + Integration + Conception) General Description of Zone 8 Implications of Combining Phases Application to Twenty-First-Century Organizations Application to New Ventures Summary Zone 9: Optimizing Velocity for Vision Iteration General Description of Zone 9 Implications of Combining Phases Personal Challenge: Maintaining Equilibrium Application to Twenty-First-Century Organizations Summary Conclusion References Part II: Increasing Buy-In Through Shared Visioning Divides in the Visionary Leadership Paradigm References 4: Vision Conception: Detecting the Need for Change Light Switch Theory and Detecting Weak Signals The Vision Search Leaders Elicit Foresight Case Study: General Motors and Ford Rethink the Status Quo Vision Accretion Types of Thinking The Benefits of Seeing Collectively Rewinding Group Process: A Container for Vision Emergence Counternarrative: An Externally Imposed Vision Antibody: Absence of Convergent Thinking at Education Company Strategic Leadership and Foresight Strategic Leadership Strategic Foresight and Alternative Futures Practicing Foresight Six Stages of the Framework Foresight Model Scanning Megatrends and Disruptors to Detect the Future Tracking and Analyzing Trends: Remote Work and Workplace Disengagement References 5: Vision Adoption: Rewinding to Get Ahead Why the Need for Adoption? Counternarrative: The “Telling” Misconception Antigen: Imposed Vision Top-Down Communication: The Achilles Heel of Visionary Leadership The Complexities of Autonomy and Control Counternarrative: Vision Can Be Accepted or Rejected Net Gain: The Key to Vision Adoption Rewind: Getting Ahead of Buy-In Lessons on Rewinding from Insight Selling Starting Points for Shared Visioning Vision Reflection Lines of Sight Insights on Preventing Generation Loss Replacing Concrete Plans with Crystallized Vision Emergent Strategizing Goals System Types of Values Growth Strategy Case Example: People-First Values at Starbucks Case Example: Scaling While Preserving Quality Strategy Making as a Learning Process Vision +7-S Workshop McKinsey 7-S Framework Overview Workshop Overview Using Viridian Case Build Shared Understanding with Strategic Thinking Counternarrative: Allow Vision to Emerge from the Culture Gravitation Toward a Collective Approach Disclaimer: Increased Diversity Equals Increased Complexity Translation: Infusing the Vision with Shared Meaning Accretion of Meaning Upward Communication Centripetal Communication Case Example: Empathy in the Automotive Industry Customer Visits and User Feedback Loops The Role of Social Media in Centripetal Communication Social Media and Authentic Leadership Communication Diffusion of Meaning Granularity, Big Data, and Shared Vision Knowledge Formation Data Analysis, Presentation, and Storytelling Skills Shared Language and Meaning Vision Assimilation References 6: Emerging Organizations and Entrepreneurial Teams Mapping the Startup Landscape Startups Unicorn Startups High-Growth Firms Fortune 500 Companies Startup Trend 1: Corporate (and University) Ventures Startup Trend 2: More New Businesses, Younger Firms Independent Startups and Corporate Ventures The Road to Organizational Emergence Defining Organizational Emergence and Legitimacy Legitimacy and Resource Attainment Twentieth-Century Organizational Emergence The Need to Recontextualize Visionary Leadership Twenty-First-Century Organizational Emergence Let the Vision Search Begin New Venture Legitimacy in the Twenty-First Century Increase Investment Readiness Nine Categories of Legitimacy Founders Team Intangibles Product Market Customers Traction Operations Capital Investment Trend: De-risking a Startup Using Corporate Venture Capital Founders Take Risks Understanding Founders’ Resistance to Testing Their Vision Antibody: Resistance from the Founder Founders’ Autonomy: A Driver of Entrepreneurial Behavior Case Example: Conflicting Growth Visions for Early-Stage Starbucks Control: The Root of Autonomy Paradigm Shift: From “Me-First” to “People-First” Two Approaches to Test the Founder’s Vision The Minimum Viable Product (MVP) Art of the Pivot Pivotal Moments Pivots as Strategic Change Case Example: Pivots at Early-Stage 3M References 7: Vision Creation and Emergence Pragmatic Definition of Vision On Vision Statements The Traditional Paradigm Upended Static Vision Versus Dynamic Vision Case Example: Creative Tension in 3M’s Early Days Creative Tension and Organizational Learning The Power of Creative Tension Counternarrative: Vision, Culture, and Antibodies Insight: New Ideas Are Potential Threats Auto Immune Analogy for Internal Threats Case Example: Cities Skylines The Visionary Leadership Paradigm Shift The Development of Shared Visions What Is the Role of Individual Vision in Organizational Settings? The Value and Benefits of Shared Vision The Crescendo of Vision Creation Organizational Visioning Iterating Vision Vision Emergence: A New Paradigm Case Example: Strategic Change at Early-Stage 3M Vision Emergence and Creation Can Co-exist Containers for Vision Emergence Personal Reflection: Can Vision Emerge in Chaos? The NUMMI Story Vision Emerged Through Cultural Values at NUMMI Organizational Identity and Time Orientation in Vision360 Leadership Orchestration: A Function of Leader Agency Balancing Emergence with Self-organization References Part III: Integrating the Vision into the Organization References 8: Optimizing and Transforming Organizations The “Vision→←Culture” Force Field How Cultures Develop in New Ventures Organizational Health: Insights from Immunology Counternarrative: The War Between Vision and Culture Mapping the Vision→←Culture Force Field Positive and Negative Antibodies The Need for Transformation Culture Transformation Culture Formation at Zappos Cultures Reject and Accept Leaders Reward Systems at Cisco Culture Integration During Mergers, Acquisitions, and Joint Ventures Analyzing Culture Case Example: Culture Integration and the Role of National Culture Cultural Incongruence The Diffusion of Development Three Types of Development Venture and Organization Development People Development Leadership Development Change Leadership Tips References 9: Tapping into the Power of the Individual Vision Integration: Diffusing Vision to the Individual Level The Pathogen of Perfectionism Cultivating Creativity and Innovation Cultural Evolution: Experimentation, Control, and Innovation Creativity: Generating and Implementing Ideas Cultures of Engagement Cultures of Learning and Experimentation De-risking Innovation with Design Thinking Coaching Cultures Empowerment and Decision-Making What Does It Take to Lead Millennials and Gen Z? Decision-Making Bottlenecks: A Symptom of Founders’ Syndrome On CEO Replacements Spiritual Empowerment Through Meaningful Work Faith-Work Integration Unleashing Follower Creativity Empowering Followers in Fast-Growing Companies Behavior Adopting Creative Behaviors Visual Thinking Techniques Experimentation for Net Gain Coaching Leaving Fingerprints on the Future References 10: Vision Realization and Fulfillment Perpetual Velocity How Organizations Perpetuate Their Existence The “Re-“ of Organizational Transformation Using Foresight to Iterate Vision: The March of Dimes Example Pursuing Simplicity on the Far Side of Complexity Vision360: The Abridged Narrative Loops of Vision Iteration Reflection Questions Individual Energy to Group Synergy Rewinding, Realigning, and Reattuning Call to Action and Pathways Forward For Founder-CEOs Academic Path Forward The Visionary Leader’s Path Forward References Index