Sammy 21 st century visionary.With your help i will success.

INTRODUCTION
As we look around us today, it's clear that there is plenty of leadership--but we are sadly lacking in visionary leadership—leadership with a clear picture of a future that works for everyone and for all of life on this planet. There are few leaders who can see the big picture and who have a long term, whole-systems perspective.I have a dream that one day every valley shall be exalted, every hill and mountain shall be made low, the rough places will be made plain, and the crooked places will be made straight, and the glory of the Lord shall be revealed, and all flesh shall see it together.

But it's equally disappointing to realize that many of those with vision--those who have a holistic view of the future--also seem to lack leadership skills. They lack the fiery initiative and courage, as well as the practical skills, to make their visions a reality.

There is a growing recognition that without vision--and leaders of vision -- "the people perish." We think we would recognize a visionary leader when we see one, and we constantly complain about the quality of our leaders. Yet how often do we acknowledge that the attributes, qualities and abilities we collectively are willing to recognize and support in our leaders determines the kinds of leaders who can emerge? If we want visionary leaders, we have to be able to perceive them and support them.

This is being confirmed by what physicists call the "participative nature of the universe"--the fact that the act of looking for certain information evokes the information we are looking for. What we see is what we get.

But most importantly, we each need to challenge ourselves to develop greater leadership skills --and to develop a clearer vision. Effective leaders inspire people with a vision, but they also take charge and make things happen. They are courageous in presenting the big picture, but also in providing a sense of meaning for others. They express passion, commitment, and responsibility.

What are the qualities, abilities and powers of true visionary leaders? What is the mysterious inner process within leaders that enables them to work their magic and radiate the charisma that mobilizes others for a higher purpose? We can look for true visionary leadership in four major

areas: values, vision, thinking, and relationships.

A COMMITMENT TO CORE SPIRITUAL VALUES


A commitment to core spiritual values is an outstanding characteristic of all visionary leaders. More self-aware and reflective than others, they follow an inner sense of direction, and lead from the inside out, as Mahatma Gandhi did. Gandhi said, "I must first be the change I want to see in my world." He was a prime example of a commitment to values, as he freed India by appealing to the moral conscience of Britain and using "satyagraha" or non-violent action to reveal the immorality of the British Empire. Great leaders, rather than being corrupted by power, are elevated by power and exercise moral leadership, as best-selling author Stephen Covey notes.

Many successful leaders in business, such as J.C. Penny, have also demonstrated the power of living their values. Tom Chappell, CEO of Tom's of Maine, knew that he could "do well by doing good" in business. Living his values has contributed to his company's profits. Tom's uses all natural ingredients in their products to protect consumers and the environment, and it has been hugely successful-- both financially and in terms of social responsibility. This success has inspired other companies to follow their lead.

Aaron Feurenstein, CEO of Malden Mills in Lawrence, MA, producer of polartec fabrics, values his people as his greatest asset. He says a company has an equal responsibility to its community as to itself. Since his town has high unemployment, he kept all 3,000 employees on the payroll after a major fire destroyed 3 out of 4 of his factories. His loyalty to them repaid itself when the company rebuilt in record time and is now more profitable than ever

An important study by Prof. Curtis Verschoor published in Management Accounting last year found that companies with a defined corporate commitment to ethical principles do better financially than companies that don't make ethics a key component.

Visionary leaders have the ability to see higher spiritual forces at work behind the scenes of events, and they align with these supporting and redemptive forces. Both George Washington and Winston Churchill spoke about the help they received from a "guiding hand." Churchill said, "...we have a guardian because we serve a great cause, and we shall have that guardian as long as we serve that cause faithfully." Sojourner Truth, a former slave, was guided by an inner spiritual experience to preach the emancipation of slaves and women's rights all over the country during the Civil War. President Anwar Sadat of Egypt had a vision of Mohammed who told him to create peace in the Middle East. This is the hidden story behind the Camp David accords.

Visionary leaders embody a sense of personal integrity, and radiate a sense of energy, vitality and will. Will is standing in a spiritual state of being. Will is a spiritual attribute, which allows a leader to stand for something, and allows them to embody their principles. Qualities of intelligence and will are balanced in visionary leaders by a compassionate heart, as Marion Wright Edelman has demonstrated in her work over the years for the Children's Defense Fund. The Dalai Lama of Tibet has been an inspiration to people around the world in his compassion for his enemies, the Chinese who killed his people and destroyed Tibetan culture.

The best visionary leaders move energy to a higher level and inspire people to be better than they already are. They help them identify with what Lincoln called "the angels of their better nature"--as Martin Luther King did with his "I have a dream" speech. Like King, these leaders have the ability to sense the deeper spiritual needs of followers and link their current demands to these deeper, often unspoken, needs. They embody a spirit of service to the greater good, and inspire service in others, even asking followers to sacrifice something for the greater good as Eleanor

Roosevelt did in her work for the poor. John F. Kennedy inspired a whole generation in the '60s with his words, "Ask not what your country can do for you, but what you can do for your country." The creative power of lighted, inspired words can sound a certain inner note that people recognize and respond to. This can cause dramatic social change.


A CLEAR VISION AND FIELD CREATION

Visionaries who are successful at manifesting their visions base their leadership on an inspirational, positive picture of the future, as well as a clear sense of direction as to how to get there. Vision is a field that brings energy into form, and effective leaders broadcast a coherent message by themselves embodying their vision and their values, as physicist Margaret Wheatley notes in Leadership and the New Science. They keep communicating their vision to create a strong field which then brings their vision into physical reality. Nelson Mandela clearly held a positive vision of a racially harmonious South Africa for over 20 years while he was in jail, and then helped bring it into reality peacefully-- to the amazement of the world.

Compelling visions come from the heart and evoke enthusiasm and commitment from others. They link the current needs of people to their deeper needs. Visionary leaders transmit energy to people, giving them a new sense of hope and confidence in achieving the vision. President Roosevelt radiated a vitality that lifted people out of the fear and pessimism of the Great Depression, saying "We have nothing to fear but fear itself."

Visionary leaders often annunciate great values and principles that become guideposts for humanity, as Jefferson did with the Declaration of Independence. They intuitively draw on the eternal wisdom and present it in a new synthesis to meet the particular need of the times. In recent

years, Gro Brundtland of Norway helped articulate the principle of sustainable development that is needed to protect our environment for future generations.

INTUITIVE, INNOVATIVE THINKING


Visionary leaders are especially noted for transforming old mental maps or paradigms, and thinking "outside the box" of conventional thought. They embody a balance of left brain (rational) and right brain (intuitive) functions. These leaders think broadly and systemically, seeing the big picture, the whole system, and "the pattern that connects," as Gregory Bateson said. Environmental economist and futurist Hazel Henderson is an outstanding example today of an innovative thinker who sees the big picture.

Visionary trainer Peter Senge, author of The Fifth Discipline, has helped thousands of business managers see patterns of interrelationship in their companies and the interconnection of things. They have learned to shift their perception from seeing structures and linear cause/effect chains to seeing processes, and have thus transformed how they do business.

Visionary thinking is long term, rather than short term, and it explores the deeper causes of problems to find workable solutions. This is what Anita Roddick, creator of the hugely successful and innovative business, The Body Shop, has done by addressing with health and environmental problems, as well as poverty in the Third World, through her business. Visionary leaders anticipate change and are proactive, rather than reactive, to events. Their focus is on opportunities, not on problems, and they tend to emphasize win/win approaches, rather than adversarial win/lose approaches.

A PARTICIPATORY, PARTNERSHIP APPROACH TO LEADERSHIP


In contrast to the old style of leadership which tells people what to do, and pushes or dominates them, the new visionary leaders embody a receptive, as well as a dynamic energy. They know how to listen and learn from other points of view, asking questions as much as stating their own opinions and knowledge. The importance of good relationships in manifesting a vision is clearly understood. These leaders promote a partnership approach and create a shared sense of vision and meaning with others. This shared vision is more than an idea-- it is "a force in people's hearts," as Peter Senge notes. They exhibit a greater respect for others and carefully develop team spirit and team learning. Building this sense of shared vision and partnership has also been key to the effectiveness of many feminists such as Gloria Steinem.

The most effective visionary leaders are responsive to the real needs of people and they develop participative strategies to include people in designing their own futures. This approach has been very successful for Robert Haas, the CEO of Levi Strauss. Rather than confront or avoid conflict, the new visionary leaders have learned how to transform conflict into usable energy. They work to unite--rather than divide-- people.

CONCLUSION

All these different spiritual abilities describe the powers of the soul. When we see a truly visionary leader accomplishing great things, s/he is drawing on the resources of the soul and its remarkable capabilities. An effective visionary leader is someone who has experienced a certain degree of this higher soul infusion.

Today, as we approach the Third Millenium, thousands of new visionary leaders are emerging in all fields of human endeavor around the world, leading a quiet revolution energized by the power of the soul and their spiritual connection to a higher power. It's time we understand the deeper dimensions of these soul-inspired leaders and support them in helping create a more sustainable, just, and compassionate world for all of life. In the participatory universe in which we live, it is time we looked for these visionary leaders among us and supported them and humanity’s evolution

Visionary leadership is transformative. It involves greatness, penetrating the ordinary, and reaching through time to bring out the best the world has to offer. A visionary leader anticipates events, influences the future and enables people to flourish in fundamental ways. In associations this means perceiving challenges and growth opportunities before they happen while positioning the organization to produce extraordinary results that make a real contribution to the world.

Visionary leadership requires total involvement, tremendous work, a willingness to put everything on the line and continuous engagement. Visionary leaders often suffer opposition from all sides. Yet, the payoff is greater than anything imaginable: the personal reward that comes from making a genuine and substantive contribution to humanity.

I remember hearing in the fall of 1997 about the "Comprehensive Development Framework" from President James Wolfensohn of the World Bank. His inspirational idea pulled together concepts from many disciplines and laid out a framework for the effective alleviation of global poverty - no small task. He was calling for a holistic approach that put social concerns on equal footing with economic issues and, most importantly, put each country in charge of its own success. While many heralded these new ideas, they initially received criticism from all corners: denounced as a turn away from the necessary, hard line economic approach. Yet, today this framework has been embraced on a global scale and is often the reference for the creation of new policies addressing global poverty.

Visionary leaders not only have a clear idea of what is possible, they are involved in bringing it about. Mahatma Ghandi did more than recognize the value of religious tolerance and sovereignty for the people of India, he used his life to make it possible. Ghandi drew on everything to instigate the changes he was seeking: his diet, his clothing, his community, his speech. When a reporter asked him to state his message for the world, Ghandi replied, "My life is my message."

Martin Luther King, Jr, did more than have a dream of racial equality in the United States, he advanced civil rights through a critical juncture in American history. Likewise, executives who foresee the great potential in associations can exert their influence, bringing about profound changes in the ways people associate for the benefit of humanity.

Among the qualities visionary leaders cultivate are imagination, engagement, tangible results, and penetrating self-reflection. A strong imagination is needed to envision the future with clarity. This makes it possible for all who share the dreaming to know the courses of action to be taken. Leaders do not shirk from the overwhelming complexity of the world; instead they engage society with its competing, divergent viewpoints. In order to marshal the best possible chance of success they seek to communicate effectively: sharing and listening, building their knowledge through collaboration. Through their personal yearning to make a lasting, social contribution, they put in the time, energy and attention necessary to generate tangible results. They give everything to bring out their best, often plunging their personal depths to build from within.

Let's look at two real life examples that give meaning to these qualities. These stories come from the private sector and provide examples that we can draw from for successful approaches for associations today. We will look at Akio Morita, co-founder of Sony, and Anita Roddick, founder of the Body Shop.

The Power of Imagination
No one "needed" a Walkman before Akio Morita at Sony imagined it, made it and marketed it successfully. Today the Walkman is part of our culture and has evolved into a new industry: portable entertainment. However, this was not the most powerful example of Morita's ability to imagine what was possible and turn it into reality.

In 1946, just following Japan's defeat in World War II, Morita began the effort that would secure the reputation of his country as a marketplace leader. Imagine how tough those times were and the foresight required to envision Japan as a key player in the world economy.

When Morita first opened shop in the 1950s the phrase "Made in Japan" was synonymous with cheap imitations and inferior quality. As a result, most Japanese products were sold under another company's brand name. It was almost unheard of for a Japanese business to achieve brand status for its products. Yet, that is exactly what Morita set out to do. He was able to envision a day when his company, Sony, would be a brand that consumers would identify with the highest of quality. He devoted all of his efforts to realizing that vision.

What are the short-comings in your association today? Can you envision turning them around, setting an example to the entire industry? What achievements would you like your association to become known for? Can you imagine your organization as a leader in the field?

Morita had special alliances that gave him access to new territory. Most important was Morita's longtime partner, Masaru Ibuka. Ibuka brought engineering expertise and a product orientation that allowed the two to bring to market one success after another: the first AM transistor radio, the first pocket-sized transistor radio, the first all transistor television, the first home use VCR and on and on. Together the two of them were an unstoppable force, helping to open up unprecedented growth in the Japanese electronics market.

Rather than standing on his vision alone, Morita found a partner who helped him to turn dreams into reality. This combination was unbeatable and over the decades Sony became one of the top consumer rated businesses in the world. What alliances would enable your organization to excel? Are there companies in the private sector that understand your goals and membership? Perhaps there are overnment agencies that are particularly poised well for partnership. Ask, "What are the strategic partnerships and alliances that would turn our organization's dreams into reality? Who has the most to gain from partnering with my organization's success?"

Morita was able to imagine a future in which he had established his brand and his country as purveyors of excellence. Before he died in 1999 Sony was an acknowledged world leader in the consumer electronics and entertainment industries. He had personally played a leading role in transforming Japan's economy from post-WWII shambles to a superior player in the global marketplace.

Make Social Responsibility your Modus Operandi
Anita Roddick changed the multi-billion dollar global cosmetics business through her company, The Body Shop. In 1976 Roddick opened a shop in East Sussex with a handful of homemade products. Today there are "over 1,700 stores serving over 84 million customers in 49 different markets in 24 different languages and across 12 time zones." Her approach is studied in universities and management schools around the globe. By dedicating her business to the pursuit of social and environmental change, she garnered the support of a massive consumer base and raised the bar of employee engagement to new heights.

Organizations that demonstrate a commitment to improving our world stand to gain a great deal, especially when times feel uncertain. In our interconnected environment every member can contribute to -- or detract from - your association's presence in the marketplace. Make it easy for people to understand how their contribution to the work program makes a positive difference in the world and productivity will increase dramatically.

Roddick is not using social action as a marketing ploy. She says, "This is not about one penny being spent in so-called cause-related marketing which is disingenuous. This is about having a passion to shout out and be persuasive about what you do." Just this last February Roddick stepped down from her corporate position at The Body Shop to more effectively pursue her global concerns.

Let's step back in time and take a look at what happened that propelled The Body Shop into a global presence. Roddick opened the first store with just 15 skincare products that she had concocted herself. She selected her ingredients carefully, choosing those that were especially meaningful to her. The store did well and in less than a year there was a second store. Soon, a new business model was created whereby the stores were franchised and the Roddick's earned their income from the sales of products to the stores rather than charging for the franchise.

Instead of relying on traditional advertising, Roddick pursued marketing through in-store brochures and interviews with the press. The stories focused on the unique nature of her products and the social activism that was at the heart of her business philosophy. When the company went public in 1984 its stocks doubled after one day and continued to rise all through the decade. The store built a reputation not just by adopting global causes, such as saving the rainforest and banning animal testing, but by encouraging their staff to become active locally. The result has been a tremendously loyal customer base that extends beyond traditional consumer interests.

Aligning personal goals with organizational business objectives results in highly leveraged efforts. Word travels quickly through the informal networks that spring up around concerns people care most deeply about. Time and effort to support the cause turn into time and effort that fuels the organization's success and vice-versa. How might your association become involved in both global and local issues, making a contribution to your communities and the world? What issues are relevant to your members and your mission? The answers to these questions point the way toward visionary success.

Increasing Performance
Ultimately, visionary leadership is about increasing performance. Anticipating and influencing the future enables you to position your organization in the best possible way to achieve the results you are looking for. The payoff comes in satisfying organizational objectives while delivering tangible results to your membership, as well as the deep personal satisfaction you derive from making a contribution to the world.

Associations today are positioned well to usher in a new era of productivity. This means being ready to harvest opportunities before they happen while preparing the organization to produce the exceptional results that make a real contribution to the world. This is the transformation that comes through visionary leadership.


VISIONARY LEADERSHIP

Are you someone with a vision burning inside that seeks to manifest? Do you see yourself as a visionary?
What is it that makes a visionary become a visionary leader? A visionary may dream wonderful visions of the future and articulate them with great inspiration. A visionary is good with words. But a visionary leader is good with actions as well as words, and so can bring his/her vision into being in the world, thus transforming it in some way. More than words are needed for a vision to take form in today’s world. It requires leadership and heartfelt commitment.
A visionary leader is effective in manifesting his or her vision because s/he creates specific, achievable goals, initiates action and enlists the participation of others.
What are the qualities and abilities of true visionary leaders? What is the mysterious inner process within leaders that enables them to work their magic and radiate the charisma that mobilizes others for a higher purpose?
Visionary leadership is based on a balanced expression of the spiritual, mental, emotional and physical dimensions. It requires core values, clear vision, empowering relationships, and innovative action. When one or more of these dimensions are missing, leadership cannot manifest a vision.


A COMMITMENT TO CORE SPIRITUAL VALUES

A commitment to values is an outstanding characteristic of all visionary leaders. They embody a sense of personal integrity, and radiate a sense of energy, vitality and will. Will is standing in a spiritual state of being. Will is a spiritual attribute, which allows a leader to stand for something.
More self-aware and reflective than others, visionary leaders follow an inner sense of direction, and lead from the inside out, as exemplified by Mahatma Gandhi. He said, “I must first be the change I want to see in my world.” He was a prime example of a commitment to values, as he freed India by appealing to the moral conscience of Britain and using “satyagraha” or non-violent action to reveal the immorality of the British Empire.
Rather than being corrupted by power, visionary leaders are elevated by power and exercise moral leadership. Mary Robinson, former President of Ireland and U.N. High Commissioner for Human Rights, embodies this type of moral leadership, as does Marion Wright Edelman, founder of the Children’s Defense Fund, who has a deep commitment to children’s welfare.
Many successful leaders in business, such as Jeffrey Swartz of Timberland Shoes, have demonstrated the power of living their values. Swartz pays employees to volunteer in the community and honors the “double bottom line”--profit and values”. Tom Chappell, CEO of Tom’s of Maine, found that he could “do well by doing good.” Doing good-- embodying his values--has made his company very profitable. Tom’s of Maine uses all natural ingredients in their products to protect consumers and the environment.


A CLEAR, INSPIRITATIONAL, VISION

Visionaries who are successful at manifesting their visions base their leadership on an inspirational, positive picture of the future, as well as a clear sense of direction as to how to get there. Vision is a field that brings energy into form. Effective leaders broadcast a coherent message by themselves embodying their vision, as author Margaret Wheatley notes. They keep communicating the vision to create a strong field which then brings their vision into physical reality. Nelson Mandela clearly held a positive vision of a racially harmonious South Africa during his 28 years in jail and helped bring it into reality peacefully-- to the amazement of the world.

The best visionary leaders move energy to a higher level by offering a clear vision of what is possible. They inspire people to be better than they already are and help them identify with what Lincoln called “the angels of their better nature.” This was the power of Martin Luther King’s “I have a dream” speech. The creative power of lighted, inspired words can sound a certain inner note that people recognize and respond to. This then creates dramatic social change. Like King, visionary leaders have the ability to sense the deeper spiritual needs of followers and link their current demands to these deeper, often unspoken, need for purpose and meaning.

Visionary leaders often have the ability to see higher spiritual forces at work behind the scenes of events, and they align with the vision of these redemptive forces. Both George Washington and Winston Churchill spoke about the help they received from a “guiding hand.” Churchill said, “...we have a guardian because we serve a great cause, and we shall have that guardian as long as we serve that cause faithfully.”

Sojourner Truth, a former slave, was guided by an inner spiritual experience to preach the emancipation of slaves and women’s rights all over the country during the Civil War. President Anwar Sadat of Egypt had a vision of Mohammed who told him to create peace in the Middle East. This vision is the hidden story behind the Camp David Peace Treaty between Arabs and Israelis.

Visionary leaders transmit energy to people, giving them a new sense of hope and confidence in achieving the vision. Television host Oprah Winfrey helps her guests believe in themselves and work to create a better world.

Visionary leaders often enunciate a vision based on principles that become guideposts for humanity. They intuitively draw on the ageless wisdom and present it in a new synthesis to meet the particular need of the times. In the Brundtland Report, Gro Brundtland, former Prime Minister of Norway, helped synthesize the principles of sustainable development that are needed to protect our environment for future generations.


RESPECTFUL, EMPOWERING RELATIONSHIPS

Good relationships are the heart of effective visionary leaders. They embody a deeply caring approach to people, seeing them as their greatest asset. Aaron Feuerstein, CEO of Malden Mills, kept all his employees on the payroll when a fire destroyed 75% of his factories. His employees were so grateful they helped him rebuild and within a year the company was more profitable than ever.

In contrast to the old style of leadership which tells people what to do, and pushes or dominates them, visionary leaders embody a receptive, as well as a dynamic energy. They know how to listen and learn from other points of view and have fine tuned their communications skills. Rita Bailey, Director of Southwest Airline’s University for People, says the secret of the airline’s amazing financial success is living by the golden rule--treating employees as family, with warmth and respect. Employees then treat customers the same way.
Visionary leaders promote a partnership approach and create a shared sense of vision and meaning with others. They exhibit a greater respect for others and carefully develop team spirit and team learning, Building this sense of shared vision and partnership has also been key to the effectiveness of feminist Gloria Steinem.

The most effective visionary leaders are responsive to the real needs of people and they develop participative strategies to include people in designing their own futures. This approach has been very successful for Robert Haas, the CEO of Levi Strauss. Rather than confront or avoid conflict, the new leaders have learned how to transform conflict into usable energy. They work to unite--rather than divide-- people.



INNOVATIVE, COURAGEOUS ACTION

Visionary leaders are especially noted for transforming old mental maps or paradigms, and creating strategies that are “outside the box” of conventional thought. They embody a balance of right brain (rational) and left brain (intuitive) functions. Their thinking is broad and systemic, seeing the big picture, the whole system, and “the pattern that connects.” They then create innovative strategies for actualizing their vision. CNN founder Ted Turner transformed television news by boldly creating an around-the-clock international news network.
CEO Ray Anderson took courageous action in transforming his world-wide company, Interface Carpets, into the most environmentally sustainable corporation. Interface launched a massive effort to cut its use of energy, replace petroleum-based supplies with vegetable-based substitutes, and reduce emissions by 24%. Customers now don’t buy a wall-to-wall carpet--they rent one--and when it wears out, all its component parts are recycled, and the customer receives a new one.
Visionary leaders anticipate change and are proactive, rather than reactive to events. Their focus is on opportunities, not on problems. They emphasize win/win--rather than adversarial win/lose--approaches. This is the strategy of environmental economist Hazel Henderson, author of Building a Win/Win World, who created The Calvert/Henderson Sustainable Indicators with the Calvert Social Investment Funds.
Body Shop founder Anita Roddick addressed health and environmental problems, as well as poverty in the Third World, through the innovative strategies she designed for her hugely successful products and stores. Products are made of non-polluting ingredients and stores are opened in poor neighborhoods to provide employment and return profit to the community.
When we see a truly visionary leader accomplishing great things, s/he is drawing on the resources of their soul and its remarkable capabilities. Each of us can access our inner resources to become a more effective leader in our own field. First we must be willing to take initiative and stand for something we believe in passionately. We must be ready to take the heat. Many of us avoid the responsibility of leadership primarily because we are too sensitive to criticism. But when we know who we truly are and we live from an inner core of values, criticism can be filtered to take in only what is true and helpful to our growth.
Today, as we enter the Third Millenium, thousands of new visionary leaders are emerging in all fields of human endeavor around the world, leading a quiet revolution energized by power of the soul. By appreciating and supporting those who lead from their core spiritual values, we strengthen those leadership qualities in ourselves.