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The Champion Forum Podcast

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TCFP247: The Best Way To Be A Visionary Leader

Thank you for listening to The Champion Forum Podcast! Leadership is not just about achieving business goals; it's also about having a purpose and vision that can inspire and motivate others towards a common goal. Strong visionary leaders have a clear vision for the future and use it to inspire their employees and drive their companies forward. However, many leaders lack the time and insight necessary to utilize this leadership strategy. They may even assume that vision is enough and leave their employees confused about how to achieve their leader’s goals. In this episode, we will discuss the value of visionary leadership and how you can develop the skills necessary to use this leadership strategy well.

“If you are working on something exciting that you really care about, you don’t have to be pushed. The vision pulls you.” - Steve Jobs


Why do some leaders struggle with visionary leadership?

  1. They understand the concept but have never been given guidance on how to execute it.

  2. They have too many distractions and not enough time.

  3. They are working in their business versus on their business.


What is Visionary Leadership?

Visionary leadership is the ability to create and communicate a compelling vision for the future, inspiring and motivating others to achieve it. Visionary leaders focus their energy on innovative thinking, strategic planning, and effective communication.


Why do we need visionary leaders?

Visionary leaders inspire and motivate their teams to achieve ambitious goals. They consider the long-term impact of their decisions, leading to sustainable success. They are open to change and adaptable to evolving circumstances.



Seven Signs You are A Visionary leader

1. You anticipate your client’s needs.

2. You keep an eye on your competitors.

3. You are constantly making improvements.

4. You prioritize what’s important, not just what’s urgent.

5. You communicate your strategy at all levels.

6. You look beyond your own organization.

7. You sketch out future scenarios.


Q: Are you a visionary leader? Why or why not? Have you ever worked for a visionary leader? Describe your experience. What were their strengths and weaknesses? Does that leader make you want to be a visionary leader? Why or why not?


Creating Vision

1. Gather the right people.

Who are the core stakeholders that understand the organization and its dreams for the future? The more diverse the group, the greater perspective you will have and the more comprehensive your vision.

The people setting vision need to be connected deeply to the organization.


2. Dream and tell stories.

Share the answer to questions like, what do we want our company to mean for us, our employees, our clients or customers, and our community? What will the world look like and benefit from because of our work? What problem are we solving for the greater good? Who and what are we inspiring to change? What are our hopes and dreams?


3. Evaluate it.

Vision is useless unless it can direct action. Ask for feedback to determine whether the vision is clear, concise, redible, future-focused, idealistic, inspiring, meaningful, and memorable.


4. Refine it.

Does the vision still attract commitment and energize people? Does it create meaning in the lives of others? Does it still establish a standard of excellence? Does it bridge the present to the future and transcend the status quo?


5. Live it.

A compelling vision is the starting place for strategy. It’s a north star that guides and directs action.


Q: Have you ever been a part of coming up with a vision? Describe your experience. What pitfalls do you think leaders face when creating vision?


How to communicate the vision:

  • Reiterate the visions frequently

  • Use story telling to reinforce the why behind the vision.

  • Talk about it in your one-on-one discussions with employees

  • Pay special attention to Internal Stakeholders. They are the ones who will drive success if they buy into the vision.

  • Outside the organization, cast vision to your customers, vendors, partners


Application Activities:

  1. Identify internal stakeholders. These are the people who are the most effected by the vision and who’s buy in will effect the success of the vision. How involved are these people? Do you trust their opinions? Why or why not? Is there anyone else who should be involved in coming up with or clarifying the vision? Who and why? Once you have identified your internal stakeholders, schedule time to regularly check in with them and ensure they understand the vision. As the leader, you have the benefit of hearing feedback first hand. Use tehse meetings to ensure the benefit of the visiona nd teh testimonials that come from its execution are making their way to the team.

  2. Explore the vision of brands you love. What makes the brand memorable? What is the goal of their company? How have they changed since you started paying attention to their product? How have they innovated in their industry? Have any brands you loved disappeared? Can you see where they lacked vision or where they lost customers?

  3. Cast vision with your team. The end of the year is a great time to cast vision. As you plan this initial meeting, seek out stories from your team members. Find stories you can tell as you speak, or ask employees or customers to send you a brief video sharing their experience. The more personal you can make the vision, the more likely people are to connect with it. Don’t stop at one meeting! Ensure that you put aside time every month to cast vision. If your calendar is already full, find something you can delegate! Casting vision is that important.


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