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As employees and leaders alike are typically subjected to a broad range of external and internal pressures, leaders are faced with the challenge of creating an appropriate or “right” vision, then persuading various categories of employees—from avid supporters to procrastinators and laggards—to accept the vision and work toward its fulfillment. A carefully crafted leadership vision provides the means to generate new and more flexible ways of working and thinking as a group. Defining, selling and emphasizing the vision motivates employees to willingly and enthusiastically expend personal, emotional, and physical energy in its pursuit.
A leader achieves this needed influence by displaying a servant attitude and modest stance while conveying a “prophetic and profound vision of the future.” The vision and its associated direction are presented in clear terms that resonate with employee beliefs and values. Once this takes place, employees begin to understand and interpret “the future” in the context of present actions and steps. During the process, the leader presents his or her vision in contrast to the present status and state of the organization. This process allows employees to move from ambiguity toward clarity of understanding, which helps them to develop shared insights that result in influencing them to see the future state of the organization as a desirable condition worth committing to.
The leader begins to move the vision forward in an ethical and productive way, which implies seeking out what constitutes “the greater good” in regard to his or her employees. During this process the leader constantly emphasizes how and why the employees will be better off as a result of open and positive leadership interaction.
The leader is then able to achieve higher levels of trust and commitment to the vision as he or she seeks personal growth, renewal, and increased stamina through these positive leader-employee interactions. Leaders with vision are outstanding “conceptualizers,” nurturing their own and others’ abilities to dream and think beyond the ordinary and day-to-day limitations.
As individual work environments often directly affect employee capabilities, visionary leaders know they can and should affect employee perceptions as to their own personal capabilities.

The building up of employee followers results in the leader knowing their capabilities to the point where enhanced trust empowers them to accomplish necessary organizational tasks, assignments and projects. Leaders with vision are extremely capable of motivating and instilling a sense of vision “buy-in,” desire, commitment and determination in their employees. Inspiring the vision implies rallying employees to acknowledge a common purpose and path of direction in its behalf. Intrinsic motivation results in generating a sense of pleasure while interacting with others as well as while engaged in necessary jobs, projects and tasks. Visionary leaders tend to transcend organizational expectations as well as the goals they set for themselves and their employees. Generate movement by focusing on what is in the best interests of their employees from a long-term standpoint. Think in terms of a broader organizational view, as well as why it is important to forge a new territory of organizational direction.
Remain farsighted while working in shorter steps that focus on generating small successful outcomes. Work to inspire employees to do things without actually sitting on top of them with a checklist in hand. Continually inspire employee followers through speeches and pep talks that get them to work toward the vision. Three things you and Peyton Manning should consider before a job changeSuper Bowl 50 is over and the Broncos fans are ecstatic that their champion quarterback, Peyton Manning, was able to win what may end up being his last professional football game. The most interesting jobs for people who love to travelDo you ever feel like packing your bags and going on a journey you will never forget?
Creating and implementing a vision helps them determine ways to overcome associated roadblocks, hindrances and employee resistance.
It enables leaders to set a specific organizational course of direction, then pursue it by selecting, equipping and training employees focused on the mission and its objectives to carry it out.

Specific organizational goals and objectives are accepted and embraced because employees have “bought in” to the vision.
Through the use of critical thinking skills, insight, intuition, active listening and positive discourse, the leader is able to facilitate and draw out employee opinions and beliefs. They seem to sense the unknowable, which includes seeing others’ unique talents and abilities. They motivate across generational boundaries to enable employee groups to learn and embrace change. An outcome of this process is that the leader can more fully prepare and build employee followers to accomplish what they are capable of and beyond.
They also tend to be masters of determining their employees’ true capacities, which can be used to help seek out and overcome optimal challenges.
These tend to influence the decisions the leader makes, and help him or her shape a better plan for the future.
This true sense of motivation does not spring from external rewards or threats, but internally from individual desires of job and personal satisfaction. We may not become as famous  as the icons depicted above, but we can certainly make a difference as we go about solving the day-to-day problems we face.About the Author Jonathan Babcock is a management and IT consultant with expertise in business analysis, process optimization and solution delivery methodology.
What Makes Leaders Great,” which was selected by “Foreword Review Magazine” as one of the top 10 career books published in 2011, as well as a finalist in the “2011 Foreword Review Book of the Year Awards.” He is also a contributing author of “Practical Ethics for the Food Professional” (Wiley and Sons, New York, NY), which will be published in 2013. Practical Analyst is his outlet for sharing what he's learned, and for interacting with solution delivery professionals across the globe. Written by some of my favorite expert BAs, Kupe Kupersmith, Kate McGoey and Paul Mulvey, and with a small contribution of my own (see chapter 18!), this is a great end-to-end resource for beginning to intermediate analysts.

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