A Quote by Julia Hartz
I think having a visionary CEO is awesome, and visionary leadership is one thing, but you also need checks and balances on whether this company can withstand a very honest and critical look at itself.
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Visionary people are visionary partly because of the very great many things they don't see.
The techniques of being an Internet visionary are just like those of lower-tech fortunetellers through the ages. A technological visionary must tell people what they want to hear, because your company's stock won't rise if you spout an unpopular vision to analysts.
A visionary company doesn't simply balance between idealism and profitability: it seeks to be highly idealistic and highly profitable. A visionary company doesn't simply balance between preserving a tightly held core ideology and stimulating vigorous change and movement; it does both to an extreme.
Empirically the way you get a product visionary as CEO is for him to found the company and not get fired.
When the world is in the midst of change, when adversity and opportunity are almost indistinguishable, this is the time for visionary leadership and when leaders need to look beyond the survival needs of those they're serving.
We need to do what I call visionary organizing. Recognize that in every crisis, people do not respond like a school of fish. Some people become immobilized. Some people become very angry, some commit suicide, and other people begin to find solutions. And visionary organizers look at those people, recognize them and encourage them, and they become leaders of the future.
Visionary CEOs don't need someone else to demo the company's key products for them. They deeply understand products, and they have their own coherent and consistent vision of where the industry/business models and customers are today, and where they need to take the company.
The visionary is the one who brings his or her voice into the world and who refuses to edit, rehearse, perform, or hide. It is the visionary who knows that the power of creativity is aligned with authenticity.
Ours is a government of checks and balances. The Mafia and crooked businessmen make out checks, and the politicians and other compromised officials improve their bank balances.
I think it's something that the citizenry needs to be vigilant about - participating in democracy, and that includes issues like what's going on and how much secrecy and transparency there should be. That's an on-going thing - in a democracy you want checks and balances and oversight, but you need a covert agency to protect the country. It's a very tricky balance and I think it changes as the world changes and I think we all need to be mindful of that.
My advice is never let a publicist call you a 'visionary.' I've hung out with the visionaries at the famed Xerox Palo Alto Research Center. I've been a successful Silicon Valley entrepreneur. I wouldn't touch 'visionary' with a 10-foot pole.
The American doctrinaire is the converse of the American demagogue, and, in this way, is scarcely less injurious to the public. The first deals in poetry, the last in cant. He is as much a visionary on one side, as the extreme theoretical democrat is a visionary on the other.
I have spoken so far only of the blissful visionary experience? But visionary experience is not always blissful. It's sometimes terrible. There is hell as well as heaven.
We're somewhat lucky here in the United States, where we hope that the checks and balances hold out for many years to come and decades to come. But in a lot of countries, you don't have these checks and balances.
Konosuke Matsushita was a visionary entrepreneur. He started working very young as a teenager, and he eventually created Panasonic to become a truly global company.
Without strong visionary leadership, no strategy will be executed effectively.
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