High Vision and Low Control
All About The Vision
The Visionary is just that—a leader with a strong and clear vision. Unfortunately, they don’t have an equally strong grip on the reins of the organization. They have a clear goal to pursue. But they don’t have the ability to oversee the work of the team or organization with an effective sense of strategy; objectives; processes; coordination; collaboration; or even basic operations. They completely rely on their staff/team to figure out exactly HOW to achieve the vision.
The Prophet–Up Front; On Stage
The Visionary tends to be a highly charismatic person. They are usually effective public speakers—highly motivating and persuasive. They can sway an audience easily. They are “up front” a lot, using their public appearances to captivate and motivate people (and in the case of non-profits, to raise money!). They build support through their emotive and emotional appeals. They attract people to themselves naturally by virtue of their enthusiasm and positivity. Their supporters are “true believers” who readily overlook their leader’s shortcomings and flaws. But to truly succeed, The Visionary must surround themselves with highly competent; highly effective; highly ethical; highly trustworthy people who have the ability AND the initiative to develop (and manage) the strategies, structures, and activities needed to achieve the vision. With the right team in place, The Visionary leader can assume the role of the figurehead of the organization—projecting an image of competence, trustworthiness, and signal purpose.
The Vision Unfulfilled
One cannot ignore a recent example of a Visionary leader who ultimately failed in their grand vision—Elizabeth Holmes, of Theranos infamy. She became the highly visible “visionary” face of the company. She became ubiquitous through her “up front” activities—conducting various interviews; appearing on the covers of influential magazines; performing a charismatic TED talk; raising millions of dollars of investment capital—yet having absolutely no idea of how to achieve her technological vision. We have since learned that she hired an army of technologists and tasked them with the job of figuring out how to accomplish what she blatantly did NOT know how to do. Sadly, they were unable to succeed in spite of their best efforts.
The Manic–Overcome with Too Much Vision
The dysfunctional leader who exercises strong vision and weak control is the “shadow” archetype known as The Manic. The Manic leader has many of the same attributes of The Visionary—enthusiasm; positive energy; optimism; charisma; public speaking skill; persuasiveness; the ability to captivate and motivate. They also have the same deficiencies of control, and so require the same kind of staff to carry out their vision. Unfortunately, the Manic leader doesn’t just have ONE vision—they have a new vision to share with their staff every Monday morning. They are highly creative, and are constantly captivated by the next interesting idea or concept. They are then energized to move their team or organization in this new direction toward the fresh vision.
Fasten Your Seatbelt…You’re in for a Bumpy Ride!
Working for this person is like being on a rollercoaster—constantly jerked in a new direction; fighting to stay in balance; and continuously searching for some state of equilibrium. The only relief for the staff is knowing that the current bombast is only temporary and will disappear soon, replaced by the next big “thing.” It’s not surprising that The Manic leader experiences more than their share of turnover in their executive suites. Effective subordinates soon tire of the turmoil and depart for better, more stable opportunities.
The Art of Distraction
Some Manic leaders have discovered a role they can successfully fill and pursue. It’s often in the form of becoming the organization’s figurehead, to focus on other activities they find more attractive and rewarding—writing books; doing interviews; keynote speaking; or serving on other boards and high-visibility planning or policy groups. The distraction of these things keeps them from constantly inserting themselves into the daily operations of their organization.
3 Ingredients for Success
The key to success for both the Visionary and the Manic is the same three-part equation: establishing a clear overarching vision for the team or the organization; having the right people in place to make sure the organization functions effectively; and exercising benign neglect by staying out of the way and not interfering with their team’s work.
To summarize, both The Visionary and The Manic have the potential to front a vision-driven organization and do it with great style and captivating personality. But they both need an unusually cohesive support team—one that is as vision-based as they are, and extremely committed, skillful, and loyal.
As you consider this information:
- Do the descriptions of each archetype bring to mind any managers or leaders you have seen or dealt with in your experience?
- Are the descriptions uncomfortably applicable to your own management style?
- Might the suggestions for improvement be helpful to your growth and development?
- Would it be useful to share the information with leaders you are managing?
We Can Help
If you sense the need to expand your leadership skills beyond your intrinsic strengths, we can help! Our executive coaching can zero in on your specific needs, and provide focused support for your professional leadership development! We can work with your team, as well, and show them how to follow and support your leadership effectively.
Until next time—yours for better leaders and better organizations!
Dr. Jim Dyke – “The Boss Doctor” ™ – Helping you to be a better boss and to have a better boss!
