Using the 'Smart' model to achieve a vision

Using the 'Smart' model to achieve a vision

'We choose to go to the moon," US president John F. Kennedy declared in a speech about the future of the US space programme in September 1962. As a leader, he set out a vision that mankind as well as the American public would benefit from his ambitious plan. On July 20, 1969, Nasa finally landed the first man on the lunar surface.

Similarly, though in very different conditions, Nelson Mandela took the long view for his country. After 27 years in prison, he came out with thoughtful forgiveness towards his opponents and then passionately turned enemies into friends so that together they could write a new chapter in South African history. His powerful vision is reflected in the movie Invictus (2009), the true story of how the country united behind the Springboks when they defeated the mighty New Zealand All Blacks to win the 1995 Rugby World Cup.

Understanding vision: When great leaders express their views through a vision, they are not just dreaming. They are laying out the blueprint of a strategic plan to move into a new arena in which they, and their followers, had never competed.

Developing a vision requires contemplative thinking, learning from the past or others' experiences, which can come from knowledge exchanges or extensive reading. A visionary leader typically is open-minded about learning from others and going outside his or her domain and possesses high abstract reasoning skills.

Developing a vision is one thing, but articulating it in a statement that everyone can understand is also a great challenge. The elements that go into crafting a vision statement that is both inspirational and practical are described in an earlier article ("Believe it or not, future has already arrived", March 27, 2009).

An effective vision should have the following six qualities: Visualised, Inspired, Short and sharp, (can be) Implemented, Opportunistic and Numerical (measurement). In the corporate context, when we talk about vision there are always two different meanings. The first is the long-term view of the leaders, be they the founder, chief executive or chairman. After the long-term view is applied to the medium-term cycle, usually about three years, the vision statement is formulated.

To be successful, the vision must be acceptable to all members of the organisation. But no one should be forced to accept it, or the power of the vision will be compromised. Leaders must ensure the buy-in process is well understood and appreciated by all.

Personality traits: Reaching this desired stage is not easy. To be an effective leader who can develop, pursue and sell a vision, one needs:

Passion: A strong desire to reach the ideal vision since leaders have their own views on what should benefit their organisations.

Conviction: A strong will to execute critical work in order to allow the vision to be realised as planned.

Persistence: Insistence on getting the job done no matter how difficult or how long it will take. A real leader will not abandon or get bored with important work.

Diligence: Determination to move forward to finish what's required to reach the vision. Good leaders ignore distractions, as they know how to focus and allocate resources where they're needed most.

Discipline: The commitment to perform all the necessary work, both personal and professional, as planned.

The SMART model: Besides the behavioural traits listed above, leaders must be skilled in certain areas to see business potential business clearly.

Strategic formulation: The SMART model offers a series of simple yet practical steps for leaders to achieve their vision, comprising Strategy (a practical and brief plan), Measurement (assessing whether the strategy is achieved), Activity (paths to fulfil the strategy), Responsible people and Timelines. Formulating and implementing a strategic initiative require specific skills that can be developed through training courses and assignments.

Logical and analytical thinking: Leaders should be able to deal with the enormous amounts of data and information available in the digital economy. Becoming a logical and analytical thinker requires a strong will and extensive practice.

Outstanding abstract reasoning: Handling complex business issues requires high-functioning right-brain ability in order to apply abstract concepts or make sense of patterns one has never experienced before. Think of the first time you saw a smartphone or looked for an unfamiliar place on a map. Those who can effectively use a new phone quickly or figure out directions to an unfamiliar place tend to have high abstract reasoning skills that allow them to plan ahead productively with a high possibility of success and less chance of failure.

The above traits and skills are essential for leaders wanting to pursue a vision. By using the SMART model, they will certainly achieve it.


Sorayuth Vathanavisuth is the principal and executive coach at the Center for Southeast Asia Leadership and lectures at Mahidol University's College of Management. His areas of interest are corporate strategy, executive coaching and leadership development. He can be reached at sorayuth@sealeadership.com

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