Future-shaping leader

To be a future-shaping leader, you need to define your long-term vision.

Let’s begin with a story about a great leader in history.

In the early 1960s, American president John F. Kennedy had a vision. In a simple sentence, Kennedy communicated what he wanted to achieve: “To put a man on the moon by the end of the decade.”

Kennedy’s vision was certainly ambitious. But that’s not what made it effective. Read it again. There’s no ambiguity, no vague talk of “the future.” Kennedy not only made clear what he wanted to do but by when he wanted to do it. Yes, his goal was ambitious. But, more importantly, it was specific.

What Kennedy might have called a “vision,” the author calls a preferred future outcome, or preferable for short. And, as you just learned, when identifying preferables for your business, the key is to be specific. For example, it’s no use saying that you want to “change the world” or “make a difference.” These goals are too broad. Where would you even start?

All this advice might sound obvious. But you’d be surprised how many leaders set vague goals that leave their employees feeling confused about what they’re working toward. This is mostly because leaders are so fixated on the details – resolving day-to-day issues and planning for the worst-case scenario – that they fail to look at the bigger picture.

If this sounds like you, try hitting pause for a moment. Step back and ask yourself why you’re a leader. What motivated you to step into a position of leadership? What long-term impact are you trying to have? How can you measure your success?

Henry Ford, the founder of Ford Motor Company, is a good example of a leader who had strong answers to such big-picture questions. Right from the get-go, he had a clear and purposeful preferable in mind: to provide affordable mobility to the masses. He also knew why he wanted to achieve this aim – he cared deeply about building a motor car that was suitable for everyone.

If you, like Ford, can identify a preferable and state why you want to achieve it, then your employees will always know what they’re working toward and why. And you will have the time and mental space to marshall your resources and lead the way.