- Sustainable Business
- Business Management
- Personal Development
- Development Professional
- Contact us
One of the primary functions of a director in any business is to set direction, create vision and lay out the path or strategy of approach. The greater challenge for the director of a sustainable business is to have a much longer term view – typically 25 years or a generation. If this is not born of pipe-dreams then the art, skill and difference that such a director has must be based on experience, deep patterns and observations of life and behaviours in a particular industry and an assessment or projection on not only what is likely to happen but in what direction the Board wish to steer the business.
As a director you will not have reached such a role without personal leadership capacity and capability and quite possibly in a larger organisation many years experience of creating value through projects, managing teams, functions and business units. You are likely to be a seasoned shaper of the future.
But perhaps this exercise will challenge you to raise your game to that needed by directors of a sustainable business? It should be completed individually and as a Board. Simply answer the questions below.
Section One - "you don't have to do this"
Section Two - "you want to do this"
If you get to this part of the exercise and wonder what value the questions have and why it is worthwhile then I offer you these thoughts;
Firstly – many German businesses take the long term view and think nothing of a 25 year projection
Secondly – this exercise should challenge you to be authentic to your own purpose and to achieve either some level of dissonance or with time some level of alignment and clarity of motivation and purpose
Thirdly – a 25 year vision keeps it simple. It needn’t be much more complex at the core than what you have come up with. One page of A4 should capture the summary in words, a picture or diagram of some sort.
Fourthly – having vision and intention does not make it happen by magic. You have to choose to act in the direction of the vision, individually and collectively
Lastly – so long as the vision you have come up with is ‘in the present’ – which means that you are not in some striving mode, have not done this as a theoretical exercise with the overuse of imagination and you hold the details and the path ‘lightly’ there is no reason why it cannot be the way ‘to hold’ and ‘to see’ direction.
When you sign-up for e-business Journal you obtain the lastest artciles direcly to your inbox providing inspiration and guidance to assist directors, leaders and agents of change to run sustainable businesses.