Cultivate a Visionary Mindset as an Infinite Journey of Today’s VUCA Leaders

    In today's business VUCA environment of volatility, uncertainty, complexity, and ambiguity, it is difficult to predict the future using today's information. We are in an infinite business game; there is no end; each set up is the beginning of a journey. Companies must not only combine agility, resiliency, and creative thinking but also build a strong VUCA foundation with pillars of principles so that they can not only weather unexpected challenges but also thrive in the long run.

The cornerstone of this foundation is organisational emotional intelligence, and I added two other pillars that I highlighted in my last LinkedIn Article : Develop situational awareness and Build strong networks and collaborations. This time, I will continue my reflection by focusing on another fundamental principle: Cultivate a visionary mindset.

Dear readers, there are millions of businesses that are meaningless, and they are dying as insects, simply because many leaders assume that they are in control of everything. Yet they look at the present only, not into the future; they rely just on the functional process. Then, in fact, the success of their businesses, whether small or large, depends on their mindset and ability to create a future that is valuable for others. Life is not a place we take but a path we grasp — We are in an infinite business game! 

Before discussing the term “Vision” in detail, let us explain its overall context. First of all, we have the Purpose, the general direction of an organisation and its areas of intervention, encompassing the mission (why do we exist ?), values (what is important to us? ), and vision (what do we want to be?). After that, companies develop their strategy, which is a team agreement and focused execution on how to approach the future in the most effective possible way. There are three levels of strategy definition: corporate strategy (where to compete? ), business strategy (how to compete? ), and functional strategy (how to contribute?).

By covering all these aspects, the company defines the strategic pyramid, a process response (plannable and quantifiable) to when, where, and how we will deploy which resource and why; for what purpose: a measurable expected result with a lasting impact and a macro/global vision.

Now, back to the heart of our subject, the vision. An aspiration for the future that we strive to make a reality today. It is a collective agreement and a firm decision on where we want to be in the future and what our future will look like. Many things that vision is a gift of a few, and this is wrong. Being visionary is similar to putting one’s signature on the future while being here and now. Vision defines a path into the future down which one must lead others. It takes vulnerability and conscious decisions to truly come to an unlimited one.

In addition, vision is a way of breaking out of the unsatisfactory present. It works as an ultimate uniting force that pulls people to it and towards each other. So that they will become addicted to it and unstoppable with a provision of inspiring life.

Moreover, it is interesting to know that there are three types of visionary leaders: inventors (disruptors of reality, as example, the GAFAM Leaders), new market spaces creators, and people visionaries (grandmasters of people’s growth and care by acting for their needs). Adding to that, there are three core elements of the intangible outcome every leader should consider when thinking about vision: improved engagement, people growth, and “startegic benefits.”.

Therefore, the value of vision is not a gift; it is a structured way of thinking and acting. Leaders are fully capable of creating a vision and being visionary. The question is, How to do it?

This question points us towards the vision's six-step process called CAVIAR. An interesting process that allows leaders to evaluate where they are at any stage of their vision’s journey. Presented as follows:

• Clarity of creation: The strength of a vision that is defined by its clarity and execution plan.

• Ability: A person’s ability to lead and turn vision into reality.

• Viability: The viability of a vision that can be verified against six criteria: stimulus (value of vision), scaling, spotlight (who takes responsibility), scanning (be strong by being relevant), simplicity (the elegence of vision), and excitement/passion (the emotional power of vision). The objective here is to identify what needs improvement and elaboration.

• Influence: The bigger the vision, the larger the need for far-reaching impact. Having a vision is useless if it cannot be communicated and executed in a manner where people want to embrace the idea and be part of the process (Gaining Supporters and Resources).

• Acting: A vision without action is just an idea.

• Revitalizing: Every stage of the vision development should revitalize and have a positive impact on the team.

All in all, creating a vision is a pivotal moment when one decides to look at the world differently; having a clear vision provides direction amidst ambiguity. Leaders who can articulate a compelling vision inspire confidence and guide their teams through uncertain times. Constant negativity, lack of confidence, detachment from reality, too much comfort, and an inflated ego can all trample the vision at any stage of its development. Thereby, it is necessary to define a clear, inspiring vision, cultivate a visionary mindset, and regularly communicate the vision to ensure alignment and motivation.

Dear organisational leaders, beware of the barriers that can crush a vision before it ever sees light and begin your infinite visionary journey with all your trust and confidence.

While waiting for my next insights on my interesting VUCA subject, I invite you to reread my article, deciphering with all your intention the different points raised. I say thank you for your time, and I wish you an excellent reading journey.

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References:

-           https://medium.com/authority-magazine/oleg-konovalov-on-five-things-you-need-to-be-a-highly-effective-leader-during-uncertain-fa319a2d5682/

-           https://www.investmentmonitor.ai/comment/vision-leadership-purpose-mission-goal/

-           https://skipprichard.com/the-vision-code-a-guide-to-creating-a-compelling-vision//

-           https://www.forbes.com/sites/ruthgotian/2021/08/03/why-your-vision-may-be-nothing-more-than-an-idea/

-           https://www.forbes.com/sites/ruthgotian/2021/08/03/why-your-vision-may-be-nothing-more-than-an-idea//