The ‘Vision Thing’


I come across a number of senior executive leaders who admit to having problems with what the current President George Bush senior described,  with some discomfort, as the “vision thing”.

At risk of stereotyping the leadership psyche, we are often more comfortable when faced with practical problems that require “fixing”. Over the past 20 years, this mentality has been at the core of organisational  planning: identify what is not working; find a solution; implement it; check if it has fixed the problem. We then ended up with lots of tasks which put right individual things but did not necessarily combine to move the system forward.

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