Quotes About Vision

You cannot have a learning organization without shared vision. Without a pull toward some goal which people truly want to achieve, the forces in support of the status quo can be overwhelming.

A shared vision is the first step in allowing people who mistrusted each other to begin to work together. It creates a common identity.

You cannot have a learning organization without shared vision. Without a pull toward some goal which people truly want to achieve, the forces in support of the status quo can be overwhelming. Vision establishes an overarching goal. The loftiness of the target compels new ways of thinking and acting.

Shared vision fosters risk taking and experimentation. When people are immersed in a vision, they often don't know how to do it. They run an experiment. They change direction and run another experiment. Everything is an experiment, but there is no ambiguity.

Organizations intent on building shared visions continually encourage members to develop their personal visions.

Lastly, vision is not a solution to a problem. If it is seen in that light, when the "problem" of low morale or unclear strategic direction goes away, the energy behind the vision will go away also. Building shared vision must be seen as a central element of the daily work of leaders.

we must allow multiple visions to coexist, listening for the right course of action that transcends and unifies all our individual visions. As one highly successful CEO expressed it: "My job, fundamentally, is listening to what the organization is trying to say, and them making sure that it is forcefully articulated.

The more willing you are for him to make a free choice, the freer he will feel. This can be especially difficult with subordinates, who are often conditioned to feel as though they must go along. But you can still help by creating the time and safety for them to develop their own sense of vision.

One of the deepest desires underlying shared vision is the desire to be connected, to a larger purpose and to one another. The spirit of connection is fragile. It is undermined whenever we lose our respect for one another and for each other's views. We then split into insiders and outsiders—those who are "true believers" in the vision and those who are not.

We are not preparing children for the world we have lived in but for a future that we can barely imagine.

Personal mastery is the discipline of continually clarifying and deepening our personal vision, of focusing our energies, of developing patience, and of seeing reality objectively.

Shared visions emerge from personal visions. This is how they derive their energy and how they foster commitment. As

A true experience of prajna corresponds to "enlightenment" or liberation—not change, but transformation—a profound vision of his identity with universal life, past, present, and future, that keeps man from doing harm to others and sets him free from fear of birth-and-death. In

The idea that one man's unique personal vision is greater than the importance of fashions in art or mainstream type philosophy.

Unlike most CEOs, when trying something new, Jeff Bezos and his senior team (known as the S Team) don't try to develop elaborate financial projections or return on investment calculations. "You can't put into a spreadsheet how people are going to behave around a new product," Bezos will say.

two basic types of innovators, which he calls conceptual and experimental.

I view [your undertaking]," Jefferson would write to Astor, "as the germ of a great, free and independent empire on that side of our continent, and that liberty and self-government spreading from that side as well as this side, will ensure their complete establishment over the whole.

Sometimes, it seems like sighted people can hardly see anything.

How we see depends, in part, on what we want to see.

The challenge is not only what to select for telling and how to present it, but how to evoke, simultaneously, the Theater of the World—how to make the leap from ego-vision to omnivision.

Harvard Business Review that he said reminded him of me. The article—"Parables of Leadership" by W. Chan Kim and Renée A. Mauborgne—was composed of a series of ancient parables that focused on what the authors called "the unseen space of leadership.

dial back my ego and distribute power as widely as possible without surrendering final authority. Paradoxically, this approach strengthened my effectiveness because it freed me to focus on my job as keeper of the team's vision.

I learned to dial back my ego and distribute power as widely as possible without surrendering final authority. Paradoxically, this approach strengthened my effectiveness because it freed me to focus on my job as keeper of the team's vision.

Neither formal education, desire, hard work, nor being a good person guarantees success... the most important key to success is self-motivation. And a consciously chosen vision of the future is a powerful aid to motivate yourself.