The art of 'time-forward thinking'

Almost all leaders claim to have a vision. But not everyone has a clear understanding of what it stands for. This explains why some who profess to having a vision end up pulling down their organisations. Business history is replete with such examples — of both big corporations and budding startups.

Vision is undoubtedly imperative for those at the helm. It is all the more important in these times when the role of “leaders” is being redefined — from being “superiors” to “leader-servants”, Oleg Konovalov observes in his latest book. “Leader-servants” are those who use vision to serve people beyond their own interests. Such a vision holds the secret code to a positive future, and this book is an attempt to crack it. In four well-defined chapters loaded with practical tips,  The Vision Code offers a blueprint to create a compelling vision and discusses at length its implications for business growth.

Contrary to conventional belief, “vision” is not a gift with which a select few are endowed. Neither does it entail an “aha” moment that comes out of the blue. It comes about as the result of the focused thinking — sometimes stretching to several years —  that goes into searching for a solution to a serious challenge. A brilliant example cited is that of Plastic Bank, a Canada-based social enterprise. It took David Katz more than 35 years to find a solution to the problem of plastic waste in the oceans.

Having a vision is like looking at the present from the future’s standpoint— putting one’s mind in the future, imagining it, and then looking back to the present to see how to get there, Mr Konovalov explains. This “time-forward thinking” is not easy as it may seem because of the way we are wired — seeking comfort in the “familiar present” while dreading the unknown future. One needs to be bold to explore new horizons and unwrap a new reality. It is also important to fight off “anti-visionary” forces, external as well as internal, such as ego, negativity, lack of confidence, and so on.

It is not a mere sign, or a catchy statement that adorns the office wall. What, then, constitutes a strong vision? The harmony of six interlinked and overlapping elements — stimulus, scale, spotlight, scanning, simplicity, and excitement and passion. Take one out, and the golden ratio loses balance. A carefully crafted vision demands compelling communication too — in language that is clear and simple so that everyone understands. That is when it becomes a collective property and generates shared passion and commitment. It is then the leader’s responsibility to maintain the team’s focus—without this, execution would fail. “A powerful vision becomes a magnet and pulls everyone towards it. It becomes a unifying force for those who subscribe to it,” Corent Tech CEO Feyzi Fatehi is quoted as saying. The text is interspersed with the perspectives of many other leaders too, including executive coach Marshall Goldsmith, branding expert Martin Lindstrom, and business advisor John Spence. Their experiences offer a rich body of practical wisdom and that is the book’s biggest strength too.  

The narrative is well-structured, with each chapter leading on to the other in a smooth flow. Mr Konovalov establishes that leadership is blind without a clear and robust vision. And that vision is the foundation of everything; even strategy comes only second. With remarkable ease he explains this abstract concept and brings it into the realm of the tangible. For instance, he says: “Usually businesses put on paper where they want to be in twenty-five years, which is more of a goal than a plan. Visionaries talk about the next generations and our impact on them in twenty-five years’ time.”

Also, even complex processes are captured in simple terms—such as the 18 questions of the vision viability test, the CLICK form for self-assessment, or CAVIAR that represents the six stages of vision as a business tool. Employing vision as a tool— to lead a company into the prospective future—demands a certain set of competencies. Developing these traits such as courage, learning, and inner excellence will prime one for managing something as huge as a vision.

Towards the end, Mr Konovalov turns to the most intriguing question of all: What are the traits visionary minds have in common and what powers their ability to inspire others? He lists the 15 “commandments” that set them apart from good and talented leaders:They “talk solutions, not problems”, “manage energy, not time”, “are big on simplicity and clarity”, “develop their inner senses to the highest possible level”, “are at peace with change”, and so on.

Visionaries are agents of change at a deep level. This quote somewhere in the beginning of the book gives a measure of the macro impact they can bring about: “A butterfly flaps its wings in the Amazonian jungle, and subsequently a storm ravages half of Europe.” To lead this kind of change, one needs to change oneself—and this demands a whole lot of time, learning, communicating, and constantly looking for ways to move forward. The Vision Code is the perfect guide for anyone navigating such a journey.