A Quote by June Brown
I've got extra lenses inside my eyes to try to help me read better. They help with peripheral vision, but I've got no central vision.
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The pace of change is so great, there is always something else going on. What that says to me is that you have to have strategic vision and peripheral vision. Strategic vision is the ability to look ahead and peripheral vision is the ability to look around, and both are important.
In order to lead a country or a company, you've got to get everybody on the same page and you've got to be able to have a vision of where you're going. America can't have a vision of health care for everybody, green economy, regulations - can't have a bunch of piece-meal activities. It's got to have a vision.
In order to lead a country or a company, you've got to get everybody on the same page and you've got to be able to have a vision of where you're going. America can't have a vision of health care for everybody, green economy, regulations - can't have a bunch of piece - meal activities. It's got to have a vision.
By the time I went to the pulpit, the vision was never on the same level as when God first gave it to me; it was clearer and bigger. It was better because the body of Christ complemented what God had given me. So when I gave the vision to the congregation, the influencers already bought it. Then after the people have heard my message, and migrate to the influencers, these influencers are already my allies and help me communicate the vision to the congregation.
We need people who can see straight ahead and deep into the problems. Those are the experts. But we also need peripheral vision and experts are generally not very good at providing peripheral vision.
I'd say the most important criteria is vision. What is your vision for the party? Do you have a vision to strengthen the grassroots and help them turn out people in their local communities? That's the real thing. The real question is not about one person. It's not about an individual. It's about millions of people working all over this country to reach out in their local communities. And the DNC chair has to help them do that and have a vision for that and have the energy for that.
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.
People are more inclined to be drawn in if their leader has a compelling vision. Great leaders help people get in touch with their own aspirations and then will help them forge those aspirations into a personal vision.
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.
When I got hit I went from having 37-year-old eyes to having 65-year-old eyes. That's why I've got the glasses on - so my eye isn't constantly trying to focus and giving me headaches. But they also help me see better: my right eye is blurry.
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 think that I'm a pretty great producer, but the vision behind Batman is Chris Nolan. I'm there to do my best to help execute that vision, and I think I do a really good job, but the vision is Chris Nolan.
Leadership is about pointing in the direction, articulating a vision of the world that does not yet exist. Then asking help from others to insure that vision happens.
If you have a vision or if you believe the director has a vision, then at least you've got something to talk about, something to try and head to and I think that's mandatory for every director to have to do a good job.
When pastors ask me if their people will buy this vision, I ask them two questions: "Have they bought into your leadership?" If they haven't, don't ever try to pass on a vision. Second, "Have you processed this vision correctly?"
I've learned some exciting things - mostly, that people really want to help each other; and that, if you can lay out a vision for them - and that vision is sincere and genuine - they'll get interested.
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