In some recent research* it has been found that the number one skills gap among executives is the ability to build vision and engage stakeholders to make it happen.
Without vision and engagement not a great deal is going to change, and implementing change is another oft quoted deficiency in the senior ranks.
The Vision Gap
To my mind, there are three main causes for the lack of vision among senior management:
- Neurological Capability: Some have it, and some don’t. While many argue it is possible to develop the capacity to think in creative ways, and to apply critical thinking, it is a long hard road if you are starting from a low base. That said, I believe most have it to a sufficient degree at senior levels, if they did but use it correctly.
- Insufficient Awareness: In large and complex arenas, the amount of knowledge and insight necessary to recognise patterns and develop scenarios is incredible. Unless patterns are noticed, any vision that does arise is going to be half-baked at best.
- Clarity of Thought: With all the noise, a clear vision needs to develop in a way that makes sense, not only to the leader, but for those who need to be engaged.
The Engagement Gap
Why is this so challenging, or rather, why do so many senior leaders struggle with this?
- Absence of Relationships: Actually, high quality relationships in the right places. Without being able to garner the right level of support from powerful people, a vision is likely to be doomed.
- Lack of Excitement: In any organisation of any size, there will be lots of visions (agendas) clamouring for attention. Rationale is one thing, but failure to pump it up and sell it well is fatal.
- Absence of Enthusiasm: Actually, I probably should say obsession, on the part of the leader with the vision. It needs to be almost all consuming, sitting behind every deed, every act and every word. Leaders need to be banging the drum at every turn, and if they don’t, it will soon be drowned out.
Naturally, there are many other contributing factors but, I think, at least one or more of these six will sit behind a senior leader who is failing to develop vision and engage their stakeholder in its realisation.
When I sit back and look at them all, the absolute show-stopper is the relationship piece. At senior levels this is often referred to as political capital, but I prefer to call it political goodwill.
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If you are able to build exceptional relationships in the right places, you will:
- Have access to most, if not all, of the knowledge and insight you need in order to formulate your thinking, your vision.
- Strengthen the relationship further as you seek out these insights, and also gain valuable intelligence about the potential challenges you will face along the way.
- Prepare the ground ready to receive your vision (consulting/socialising).
- Be able to sense which way the political wind is blowing and be able to factor this into your vision and your plans.
- Get stakeholders engaged before you even know exactly what you will be shooting for.
To be honest, if you’ve done political capital building well, you will also quickly start to realise that it may not be that difficult after all, especially with so many friends around you!
* Trends in Executive Development 2016.
The Gautrey Influence Blog
Ever felt overlooked, unheard, or stuck in office politics? You’re not alone. The Gautrey Influence Blog breaks down the real-world strategies behind leadership, influence, and power—giving you the tools to be heard, respected, and successful. Join 35,000+ professionals getting ahead the smart way—subscribe now..
💡 Benchmark your Influence: Take the Master of Influence Assessment (Free for Subscribers!)
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