In many ways, this focus on goal monitoring is not new. It can be traced back more than forty years to the era when “management by objectives” was in vogue—and the era of modern management was at its peak. This approach to the monitoring of goals directly addressed one of the major objections that was often voiced about management: how does a manager monitor goal achievement in a way that impacts on the overall performance of the organization? Does it really make any difference if an individual employee or a project team is doing an adequate job? Many 21st Century management experts are opposed to the use of management-by-objectives or more contemporary outcome measures, given that many factors other than an individual employee’s or individual team’s work influences outcomes. Nevertheless, a very strong case can still be made for a focus on goal setting and goal monitoring outcomes—and on the extent to which individual employees and teams are directly accountable for achieving the goals that have been set for them.
One key factor must be kept in mind by the visionary leader operating in a modern organization: goals must always be established in relationship to the organization’s mission, values and purposes. The four components of organizational intentions (mission, vision, values and purposes) are tightly interwoven and modifications in one will inevitably impact on the other three. Even at the more tactical and specific level of goal-setting and monitoring, it is critical for a leader to ensure that these goals do not in any way abuse the fundamental values of the organization. Goal-accomplishment must ultimately contribute to both the mission and purposes of the organization. This broader focus on organizational intentions can easily be lost in a modern organizational setting that emphasizes short-term profitability and quantified return-on-investment.
The Challenge of Planning
A modern leader who is visionary, who builds her credibility on the foundation of motivation, goal setting and goal monitoring, is likely to be challenged by the bridge that must be built between the modern vision she has created and conveyed, on the one hand, and the tangible realities that her organization faces in the modern world, on the other hand. A tangible vision resides at the heart of effective and successful Visionary Modern leadership. Tangibility, in turn, requires the formation of a practical plan of action and the establishment of accountability with regard to this plan.
I propose that the keys to effective visionary leadership in a modern organization are primarily related to building the bridge that makes a vision tangible—and the foundation of this bridge is strategic planning. I focus , therefore, on some of the principles that must be kept in mind if strategic planning is to be successful. In setting the stage for the introduction of these principles, I offer a brief history of strategic planning in modern organizations—suggesting ways in which this planning process has expanded in response to the shifting (and expanding) challenges that leaders of modern organizations face—especially Visionary leaders.
A Brief History of Strategic Planning
Strategic planning is an important—perhaps even fundamental—ingredient in the operations of any modern organization. Unfortunately, strategic planning is not easy to perform.. In part, it is hard to perform because leaders mean very different things when they speak of strategic planning. Strategic planning means different things to different people in large part because it has been used to address modern organizational challenges of many different kinds. I will briefly describe four versions of strategic planning that arose to meet the needs of a particular era in modern organizational life—building on the very thoughtful work of Henry Mintzberg in his classic book entitled The Rise and Fall of Strategic Planning.
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