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Personal Vision and Courage, by Richard Nelson.
The editorial from Issue One of our newsletter.
How someone thinks about their job has an enormous impact on what they actually do. Many managers, when asked what their job is, refer to a service or product: "we deliver financial services" or "we retail food". These statements indicate, at best, a modest engagement with the leadership role.
Thinking through one’s personal vision of leadership is a useful starting point. The focus should be on:
the fundamental purpose of being a leader
your view of the future, and therefore the direction you expect your people to follow
how your values about business can shape your organisation’s approach.
Shaping a personal leadership vision poses a genuine challenge for all managers. It takes courage to articulate deeply-held views that demonstrate the necessary conviction to be credible. Some feel embarrassed or lack inner conviction. Nevertheless, those with the determination to cut through the scepticism prevalent among people today will find that they command the respect of their people and have a platform for success.
Click here for a profile of Richard Nelson.