Vision
of the Future
In a world
which is always changing, like the one we live in, only those companies
that know how to adapt quickly to change will survive.
Knowing
how to anticipate these, being able to take the initiative, constitutes
a competitive advantage and allows the company to win over other companies.
The leader
has the ability to go ahead with events.
The leader
is characterized by his capacity to “go forward”, to predict
movements in the sector. This vision allows the leader to take the
correct measures for the company and allows him to always be on top.
This strategic
capacity is captured by the group and it is based on the confidence
that the leader gives the rest of the group. The group needs to know
that their future is in good hands.
The leader
worries about the company in the short term, but also, and especially,
in the long term.
The leader
isn’t a person that on one occasion has a “magic”
idea, but his usual way is to always to look forward, pointing out
new tasks and fixing new goals.
A leader
is usually eager, a nonconformist, a dreamer who manages to materialize
his dreams: he has blind confidence when it comes to achieve his objectives.
The leader
is followed by the team because he generates confidence; his vision
of the future is demanding, but believable and motivating: he generates
enthusiasm.
The future
that the leader defines entails difficult but reachable objectives.
If his idea of the future was merely utopian, we would find ourselves
in front of a lunatic, not in front of a leader.
His vision
of the future generates a strong consensus within the organization.
He should
be looking out for the future and also for everyone of his employees.
If this is not the case, he will not be the support of a group and
without his support it is difficult to reach one’s objectives.
For example,
if the manager of a company is looking at maximizing his profits by
cutting back expenses (including reducing staff), he is not likely
to generate a lot of enthusiasm amongst employees (the company’s
interest will clash with the employee’s objectives).
If, on
the contrary, he bases his strategy on improving the quality of the
products, looking for an increase in the company’s profits,
his employees will also benefit. It is probable that everyone will
be determined to achieve this objective.
Although
the leader is someone who points out the long term objectives, he
should make sure that his collaborators participate actively with
the objective of establishing some goals which everyone feels are
their own.
The organization
feels especially motivated when they fight for some objectives which
they identify themselves with (and which have not been merely imposed).
In short,
this vision of the future is what distinguishes a leader from a good
manager.
A good
manager is capable of making his employees work efficiently, ensuring
they are motivated, that they reach the proposed results, but they
are missing this strategic vision which is basic to ensure the survival
of the company.
