If you are a small one-gal business like me, then you have to wear all the hats! Otherwise, I tend to be more visionary-creative type, so execution and of things like accounting and project maintenance is something I have to really work at to get things done! Goog thing about starting small and doing it all though, is if you do grow, then you have an idea for what people are actually doing, and can project lead better.
Danny Brown
· 1 year ago
I think a lot can also depend on the visionary (leader) as well. If the leader is one that believes only they can have the vision to see something's best practice, then it doesn't matter how much a visionary they might feel they are, their product will suffer.
Be the leader that listens to the "ranks" and then the magic will truly happen.
Heidi Culbertson
· 1 year ago
Chris, great analogy. Whichever hat one wears, I think it is crucial to understand how it all plays together. Skill sets merging with collaboration - all for the excellent end product. It's what truly makes the world work!
Amber Naslund
· 1 year ago
And herein lies the rub for many a project, an organization, an idea.
With all of these roles comes responsibility and the ability to let go. To trust others. The muddling happens when the visionary refuses to acknowledge that the creators and executors have the chops to make it happen. Or the creator wishes they were the visionary, and can't let go of their ego long enough to realize someone *else's* vision. Or the worker can't see beyond their functional role and understand how it drives the bigger engine.
Defining the roles isn't the hard part. It's embracing whichever is truly yours. It's taken me a long time to learn that I'm the creator. I'm not the one with the big idea. But I'm the one to take the big idea and make it real. Deconstruct and disassemble it. Knowing that is great, but I'd be lying if I didn't admit to having moments where I felt inadequate for not being the visionary. Like I'm missing a gene or something because I can't crank out groundbreaking ideas.
Visionaries - at least successful ones - are often the ones that ultimately realize they need an army behind them. But rarely do you hear an executor saying "gee, I wish I had someone else's great idea to implement". So how, then, do we encourage others to own and believe in their *piece* of the vision? The challenge to me is not just in finding the workers to make the vision real. It's in finding the visionaries that can translate their passion well enough to make those workers want to embrace their roles in the first place.
Connie Bensen
· 1 year ago
This is a great piece on leadership. Amber has many good ideas. I just wrote a post tonite underlining that trust & respect are needed.
Working with an organization that doesn't have a vision is extremely frustrating. I think that it needs to be a concerted effort. Yes, someone is ultimately responsible, but I think it's their responsibility to encourage everyone to share their ideas for the common good of the organization. The company that I'm presently with has a leader that does the executing, but also provides the vision. The amazing thing is that he's created a transparent organization & encourages everyone to contribute to the vision. And I'm allowed to be creative in executing my work.
So it can be a mix. I don't think that they're all distinctly separate. I enjoy participating in all 3 aspects.
Erwin Chua
· 1 year ago
Hi Chris!
My take-away from this is that as a leader you must know that you are accountable for everything, but you don't have to do it all yourself. Outsourcing (i.e. delegating) your tasks is a master skill each one of us could appreciate very much if we're one-person operation. The leader is the keeper of the vision, the rest help you enhance the vision, help you execute the vision, or both.
Great and engaging analogy between film making and business. Everyone needs to clearly understand their role in the vision creation, planning, and execution phases, but hopefully also be empowered to contribute to the other roles of the endeavor. A good leader solicits inputs from her organization into her vision creation process, and engages them in multiple "vetting" sessions to make sure the vision is tight.
I think the key disconnect in the analogy with the business world is that on a film project, every person involved knows exactly why they are there, and are by definition, "bought in" to the project. One of the most important challenges that I've always struggled with as a business leader is making my vision compelling and energizing so that my troops automatically rally and really want to drive the execution of the vision towards reality. Sometimes, if the vision takes the company into new and unfamiliar spaces, this might not be as easy as it appears. But that is the leadership challenge.
Thanks for a thought-provoking post.
@JeffreyJDavis
Michael Bailey
· 1 year ago
In the current state of the social media scene, everyone is Jon Favreau.
We all have ideas and visions, finding those stage hands, people to bring food, and people to craft the foot molds - well, they just aren't here....yet.
Hollywood's been around for a very long time, so it's not really a fair comparison. An old school, established industry compared to a fledgling, still defining itself, new way of doing things - not fair.
I did like the Iron Man movie, too.
Thanks for the great post.
Barry Curnow
· 1 year ago
it's a helpful perspective, I have always been impressed by my coaching clients who are film or tv producers that they have a highly developed and comprehensive range of managerial, leadership and influencing skills in creating temporary total communities and then dismantling them again. perhaps therein lies a difference, that organisations tend to have an average life of about 50 years ( still less than the average human in most coutnries) but film production communities tend to be shorter-1-3 or at most 7 years, I guess?
Kelly
· 1 year ago
Chris,
Dang. I write about Vision all the time and you just said it way, way better. *hangs head* One of your best posts.
Jeffrey said "... on a film project, every person involved knows exactly why they are there, and are by definition, “bought in” to the project."
Something else I love to talk about. Buy-in is number one, because as you said, there's only so much space for visionaries.
Every executor of the overarching Vision needs his or her own vision, too: the vision of how critical their part is, the vision of what just how far they can take their own position and what exceeding expectations could mean to the business (or the project). Companies like Apple, Amazon, Google, WholeFoods, Southwest Airlines, have this on all levels.
Great companies hire staff who buy in to the big picture, and who are smart enough, ambitious enough, and creative enough to create a "big" picture around the role they have to play in the business.
Thanks, I really enjoyed reading this!
Regards,
Kelly
russ somers
· 1 year ago
Great post, thoughtful comments and a good model for collaboration. If you think about it, it has parallels to a top-down client-server model. The director (server) serves up vision which is pushed out to the client desktops (creators, executors). In fact it's a multi-layered architecture, with each of the creators serving as a hub for executors.
Which of course brings out my radical populist side since a client-server architecture implies a hierarchy. Where are the good P2P models for collaboration? (Think more broadly before replying "a wiki"; a wiki is a tool, not a collaboration model. And there's still only one Jimmy Wales.) Does P2P collaboration work (and, if it does, does it scale?) Brainstorming & visioneering sessions involving executors & creators can come across as transparent attempts to get the rank and file to feel engaged while they execute the visionary's pre-ordained strategy. On the other hand, collaboration without hierarchy often doesn't work; it's led to some ideologically pristine and artistically bad music, for example.
Amber's comment on the need to embrace whichever role is yours is on-target. In my experience two things are needed to make it work at all levels: humility and trust.
Blog Expert
· 1 year ago
I love the post. I do not have much time to comment but it is definitely a must-read.
Matt
· 1 year ago
Excellent post indeed! I'm learning that the key for my business is doing an effective job of communicating the vision. As a leader and the one owning the vision you need input from your team but at the end of the day if everyone doesn't share the big picture and real communication isn't taking place then projects and organizations will stumble.
Frank Da Silva
· 1 year ago
Great post + thanks for sharing! Indeed vision creation & execution must work side by side! I really enjoyed your blog...
Kendra Kellogg (E-Advocate)
· 1 year ago
First off: vision is a process.
In this analogy I have had similar experience while involved in art and dance in Chicago. I was a often a director and choreographer (the visionary).
One thing any successful visionary has to admit is that their vision is improvisational. It is often inspired and adapted along the way as the group executes. No vision is stagnant.
Thus the visionary relies on the group to help that vision unfold. It is a symbiotic relationship which can fall apart if not acknowledged. My point is that all levels need to know that their position is part and parcel to the vision.
Mark
· 1 year ago
Right on with this one Chris. Running my own company I've had all these roles. It's a lot easier to focus on the role you're the most excellent at and find some awesome people to play with to fill the other roles. This isn't always easy.
@Amber - I love what you said about visionary translators. Being able to translate vision and fully enroll co-creators is a real art and an excellent path to success. Being flexible and generous with the vision sure helps.
Technology.com.au News
· 1 year ago
its needs us to be in different spectrum s. we need to play more than one role.
All Comments
Be the leader that listens to the "ranks" and then the magic will truly happen.
With all of these roles comes responsibility and the ability to let go. To trust others. The muddling happens when the visionary refuses to acknowledge that the creators and executors have the chops to make it happen. Or the creator wishes they were the visionary, and can't let go of their ego long enough to realize someone *else's* vision. Or the worker can't see beyond their functional role and understand how it drives the bigger engine.
Defining the roles isn't the hard part. It's embracing whichever is truly yours. It's taken me a long time to learn that I'm the creator. I'm not the one with the big idea. But I'm the one to take the big idea and make it real. Deconstruct and disassemble it. Knowing that is great, but I'd be lying if I didn't admit to having moments where I felt inadequate for not being the visionary. Like I'm missing a gene or something because I can't crank out groundbreaking ideas.
Visionaries - at least successful ones - are often the ones that ultimately realize they need an army behind them. But rarely do you hear an executor saying "gee, I wish I had someone else's great idea to implement". So how, then, do we encourage others to own and believe in their *piece* of the vision? The challenge to me is not just in finding the workers to make the vision real. It's in finding the visionaries that can translate their passion well enough to make those workers want to embrace their roles in the first place.
Working with an organization that doesn't have a vision is extremely frustrating. I think that it needs to be a concerted effort. Yes, someone is ultimately responsible, but I think it's their responsibility to encourage everyone to share their ideas for the common good of the organization. The company that I'm presently with has a leader that does the executing, but also provides the vision. The amazing thing is that he's created a transparent organization & encourages everyone to contribute to the vision. And I'm allowed to be creative in executing my work.
So it can be a mix. I don't think that they're all distinctly separate. I enjoy participating in all 3 aspects.
My take-away from this is that as a leader you must know that you are accountable for everything, but you don't have to do it all yourself. Outsourcing (i.e. delegating) your tasks is a master skill each one of us could appreciate very much if we're one-person operation. The leader is the keeper of the vision, the rest help you enhance the vision, help you execute the vision, or both.
All the Best!
Regards,
Erwin Chua
Winning To Win With Erwin Chua!
http://winning2win.com
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http://www.twitter.com/waywalker0101
Great and engaging analogy between film making and business. Everyone needs to clearly understand their role in the vision creation, planning, and execution phases, but hopefully also be empowered to contribute to the other roles of the endeavor. A good leader solicits inputs from her organization into her vision creation process, and engages them in multiple "vetting" sessions to make sure the vision is tight.
I think the key disconnect in the analogy with the business world is that on a film project, every person involved knows exactly why they are there, and are by definition, "bought in" to the project. One of the most important challenges that I've always struggled with as a business leader is making my vision compelling and energizing so that my troops automatically rally and really want to drive the execution of the vision towards reality. Sometimes, if the vision takes the company into new and unfamiliar spaces, this might not be as easy as it appears. But that is the leadership challenge.
Thanks for a thought-provoking post.
@JeffreyJDavis
We all have ideas and visions, finding those stage hands, people to bring food, and people to craft the foot molds - well, they just aren't here....yet.
Hollywood's been around for a very long time, so it's not really a fair comparison.
An old school, established industry compared to a fledgling, still defining itself, new way of doing things - not fair.
I did like the Iron Man movie, too.
Thanks for the great post.
Dang. I write about Vision all the time and you just said it way, way better. *hangs head* One of your best posts.
Jeffrey said "... on a film project, every person involved knows exactly why they are there, and are by definition, “bought in” to the project."
Something else I love to talk about. Buy-in is number one, because as you said, there's only so much space for visionaries.
Every executor of the overarching Vision needs his or her own vision, too: the vision of how critical their part is, the vision of what just how far they can take their own position and what exceeding expectations could mean to the business (or the project). Companies like Apple, Amazon, Google, WholeFoods, Southwest Airlines, have this on all levels.
Great companies hire staff who buy in to the big picture, and who are smart enough, ambitious enough, and creative enough to create a "big" picture around the role they have to play in the business.
Thanks, I really enjoyed reading this!
Regards,
Kelly
Which of course brings out my radical populist side since a client-server architecture implies a hierarchy. Where are the good P2P models for collaboration? (Think more broadly before replying "a wiki"; a wiki is a tool, not a collaboration model. And there's still only one Jimmy Wales.) Does P2P collaboration work (and, if it does, does it scale?) Brainstorming & visioneering sessions involving executors & creators can come across as transparent attempts to get the rank and file to feel engaged while they execute the visionary's pre-ordained strategy. On the other hand, collaboration without hierarchy often doesn't work; it's led to some ideologically pristine and artistically bad music, for example.
Amber's comment on the need to embrace whichever role is yours is on-target. In my experience two things are needed to make it work at all levels: humility and trust.
In this analogy I have had similar experience while involved in art and dance in Chicago. I was a often a director and choreographer (the visionary).
One thing any successful visionary has to admit is that their vision is improvisational. It is often inspired and adapted along the way as the group executes. No vision is stagnant.
Thus the visionary relies on the group to help that vision unfold. It is a symbiotic relationship which can fall apart if not acknowledged. My point is that all levels need to know that their position is part and parcel to the vision.
@Amber - I love what you said about visionary translators. Being able to translate vision and fully enroll co-creators is a real art and an excellent path to success. Being flexible and generous with the vision sure helps.