A Quote by Guy Kawasaki
Great leaders are paradoxical. They catalyze, rather control, the work of their teams. They have an overarching vision for the team but are not autocratic in the realization of this vision. Their eyes are open to whatever results occur-not just planned goals, because serendipity is a great innovator.
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There is an idea, first of all, of vision fully formed with the eyes closed. Of course the vision we have in a lucid dream often has greater lucidity and clarity than vision with the eyes open.
Culture is more important than vision. Some leaders have great vision, but have created a toxic culture where that vision will never happen.
Exceptional leaders don't impart just vision, rather they cultivate the emergence of vision.
It remains true that great managers recognize individualities and focus on developing strengths rather than weaknesses. Great leaders, in sharp contrast, recognize what is (or could be) shared in common - a vision, a dream, a mission, whatever - and inspire others to join them in the given enterprise.
Great leaders must have two things: a vision of the world that does not yet exist and the ability to communicate that vision clearly.
Good leaders set vision, missions, and goals. Great leaders inspire every follower at every level to internalize their purpose, and to understand that their purpose goes far beyond the mere details of their job. When everyone is united in purpose, a positive purpose that serves not only the organization but also, hopefully, the world beyond it, you have a winning team.
Most of us at one time or another have been part of a great 'team', a group of people who functioned together in an extraordinary way-who trusted one another, who complemented each other's strengths and compensated for each other's limitations, who had common goals that were larger than an individual's goals, and who produced extraordinary results ... the team that became great didn't start off great-it learned how to produce extraordinary results.
I have always really enjoyed building great teams that execute a great vision.
Have a vision; but it's not enough to have a vision, you have to communicate that vision to others. You have to communicate it to people who work with you and for you. You have to communicate it to the world leaders with whom you come in touch.
Good business leaders create a vision, articulate the vision, passionately own the vision, and relentlessly drive it to completion.
Vision is the Source and hope of life. The greatest gift ever given to mankind is not the gift of sight, but the gift of vision. Sight is a function of the eyes; vision is a function of the heart. ‘Eyes that look are common, but eyes that see are rare.’ Nothing noble or noteworthy on earth was ever done without vision.
I've learned that if I only put my mind to one thing that I can get tunnel vision. Then I may not be as open to other opportunities because I'm so focused on one thing. I think what's worked better for me personally is I have three goals every day: be nice, work hard and make friends. Those are my daily goals, and I feel like those are the things that create opportunity and creating connections that will then lead to other things that I may not have planned for otherwise.
You've got to have a vision and an intention and that will guide what you do. I call it devotion. Ask yourself, "Is this not moving me toward where we need to be?" I believe that's helpful because a vision pulls you forward and it keeps you focused. A vision for the day, for the week, for the month and a lifelong vision - whatever works for you. And then you govern your activities and your behaviors accordingly.
If you have a great day at work and you've been hit with all these great ideas and there's a lot of excitement on your team, your mind doesn't turn off. For years I've kept a pad of paper and pen by me at night, because things just occur to you.
Leaders such as Alexander the Great, Napoleon, Franklin D. Roosevelt and others promulgated a vision and a moving story of how their people could achieve a great purpose.
I had a vision of how basketball should be played. And the vision was the Knicks teams that won the championship in 1970 and 1973. I wanted a team that emphasized defense. I wanted a team that on offense had a system where players moved off the ball, and the ball moved.
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