“Remarkable.”
“I’ve never forgotten that story, Peter. I also think it applies to the leadership lesson I’m offering to you. In today’s business world, too many leaders become creatures of habit. They do the same things in the same way with the same people every day. They rarely have new thoughts, generate fresh ideas or take calculated risks. Instead, they confine their leadership to a secure area of comfort and refuse to leave it. Such leaders eventually suffer from their own form of amblyopia.”
“How so?”
“By spending their days doing the same old things, it’s like they’ve placed patches over their good eyes. They become unable to see the tremendous opportunities presented by these rapidly changing times. And, eventually, by not using their natural vision, they lose it and grow blind. Never let this happen to you, my friend. Take your blinders off and start looking for new opportunities. The best way to succeed in the future is to create it. As Helen Keller once said, ‘I’d rather be blind than have sight without vision.’”
Julian continued. “Now that you understand that the most enlightened and effective leaders are ‘visionary leaders,’ my duty is to give you the tools and skills to help you become one. And this is where Yogi Raman’s leadership system comes in.”
“First may I ask you a quick question?”
“Sure,” Julian replied as we strolled back to the clubhouse.
“I really want to learn what you have to teach me. You know that GlobalView is in big trouble. My best programmers are jumping ship, morale has been destroyed, no one trusts management and teamwork is a thing of the past. In an industry that demands relentless innovation, we seem to have lost our creative fire. And all the change that we are being forced to deal with is crippling my people. Technology is changing, the industry is changing and our customers’ expectations are changing. On top of all that, I just can’t seem to figure out the direction in which the company needs to move.”
I continued to share my frustrations with Julian. “What I’m really trying to tell you is that I know I need to improve my leadership abilities. At Digitech, I was promoted to higher and higher management positions. And though I went to a few leadership development courses here and there, in all those years, no one ever really took me aside and taught me how to lead people. No one ever showed me what to do to deeply motivate my team or communicate more effectively. No one explained how I could boost productivity while enhancing employee commitment. I’ve never even learned something as fundamental as the art of managing my time and getting things done.
“And now that I run my own company it’s even worse. I always seem to have far too much to do and too little time. Everyone expects me to have all the answers to all their questions. I’m constantly under stress and take out my frustration on my people, which only makes things worse. As for a sense of balance between my professional and personal life, it’s just a dream. I say to myself ‘next year will be the year I get back into shape or start spending more time with my family.’ But things never seem to slow down. So, if you don’t mind, I’m going to really take advantage of our time together and dig deep into the elements of great leadership. I want to ask you some of the basic questions I’ve always wanted to ask but never did, for fear of looking foolish.”
“Please do,” Julian replied gently.
“Okay. First of all, what does the word ‘leadership’ really mean? What does it really stand for? Though I’m running a huge company with more than 2,500 employees, I’ve never really been able to pinpoint the meaning of the word.”
“It’s like I said before, leadership is all about focused action in the direction of a worthy purpose. Leadership is about realizing that the impossible is generally the untried. Many people think that a leader is the man or the woman with the title of CEO or president. Actually, leadership is not about position, it is about action. Your managers can be great leaders. Your programmers can be great leaders. The shop foreman down on the factory floor can be a great leader. You see, Peter, to lead is to inspire, energize and influence. Leadership is not about managing things but about developing people. Visionary leaders are those who understand that the true assets of any organization go up the elevator in the morning and down it every night. Quite simply, leadership is about helping people to liberate the fullness of their talents while they pursue a vision you have helped them understand is a worthy and meaningful one. You can do this. Your managers can do this. Even your frontline workers can show leadership in the work that they do. And the truly effective leaders have to live in two places at once.”
“I’m not sure I understand you.”
“The best leaders recognize that leadership is a craft, not a gift. They constantly work to refine their art. And one of the things they work hardest to develop is an ability to be present-based but futurefocused. Great leaders have mastered the twin skills of managing the present while, at the same time, inventing the future. That’s why I say they have to live in two places at the same time. They need to live in the present and guide the improvement of current operations by enhancing quality, streamlining systems and raising customer-care standards. But at the same time, they must create, shape and nurture a clear blueprint for the future. Yogi Raman put it elegantly when he said, ‘The visionary leader is one who has learned how to focus on the summit while clearing the path.’ A company without a fanatical commitment to refining operations will soon be surpassed by its competition. But a company without a strikingly clear ideal to work toward will soon be out of business.”
“And is this where the piece of the jigsaw puzzle you left with me yesterday comes in?”
“Yes. Do you recall what the words on it said?” Julian asked.
Luckily, I had brought the piece with me and quickly lifted it from the front pocket of the yellow golf shirt I had on.
“I couldn’t figure out what the design on it was but I was able to read the words.”
“Fine. And what did they say?”
“Ritual 1: Link Paycheck to Purpose,” I answered dutifully. “I’m not quite sure what that means, Julian.”
“You will be before long.”
CHAPTER FIVE The Ritual of a Compelling Future Focus
Life affords no higher pleasure than that of surmounting difficulties, passing from one stage of success to another, forming new wishes and seeing them gratified. He that labors in any great or laudable undertaking has his fatigues first supported by hope and afterwards supported by joy.
Samuel Johnson
While Julian and I had been chatting on the verandah, the sun had slowly set, making way for a peaceful yet particularly humid summer’s evening. Despite the heat, he steadfastly refused to take off his robe. “I’m just fine,” Julian replied courteously. “But I sure would appreciate a glass of ice water.”
“With pleasure,” I responded, quickly signaling the waiter to come over once again and informing him of my unusually attired guest’s simple request. I had realized that Julian truly was a different man from the hard-living, stress-ridden corporate warrior he once was. Gone was the affinity for alcohol, recklessness and profanity that had characterized his notorious lifestyle. He was a model of good health, good judgment and a testament to the principles he was sharing.
“You know, Peter, there are a lot of so-called management gurus. They travel from city to city giving seminar after seminar and write book after book. While