"Temper Vision with Discipline", by Isaac Cheifetz, Minneapolis Star Tribune, May 10, 2004

"Some things take precedence over enlightenment." - Ken Kesey

Senior executives often have both powerful strategic visions and unusual charisma. They aren't necessarily smarter or more competent than their peers or lieutenants, but their superior "right-brain" skills have the potential to overwhelm their "left-brained" co-workers. But the gift of vision bears with it the responsibility to use it wisely, tempered by intellectual and emotional integrity.

Executives with both left-brain and right-brain skills can be a powerful force, because they have insight into future trends, and the skills to lead their organizations there. But this competitive advantage can be a danger as well. Executives with the gift of vision must beware the twin temptations of becoming demagogues and of leading their people and organizations astray.

Many visions of a company's future might be brilliant, but ultimately unrealistic -- or at least unprofitable. Yet if visionaries become frustrated or bored with their organizations' mundane, but quite real, limitations, they might be tempted to intimidate others with their superior vision. If they give in to this temptation, they might lead their company to ruin.

This doesn't apply solely in situations in which visionaries are surrounded by second-raters. Even if they work with highly intelligent left-brainers, they will be tempted -- especially in turbulent times -- to use their vision and charisma to manipulate them.

When executives fall prey to this urge to manipulate, outside realities eventually impose themselves, and the visionaries soon lose their reputations for vision, as well as much of their credibility. At the very least, they are disruptive to their organizations' goals and potential.

How do visionary charismatic executives resist the temptation to succumb to such destructive behaviors?

Disciplined visionaries operate outside their own heads. Consider:

• When faced with frustration, especially in trying to control events, visionaries are often tempted to retreat into the realm of ideas. Disciplined visionaries avoid this trap. Indeed, the biggest factor behind the success of most brilliant executives is the extent to which they remain consistently engaged with reality.

• Disciplined visionaries change their minds quickly when they are wrong. New realities might seem threatening or boring at first, particularly in comparison to the grand, bold vision. But disciplined visionaries know that in any contest between reality and desire, reality wins. As necessary, they quickly change their views to reflect how things actually are.

• Disciplined visionaries understand -- and frequently remind themselves -- that creativity and discipline do not conflict. As Peter Drucker wrote in "Innovation and Entrepreneurship," successful entrepreneurial activity is almost universally the product of systemic innovation, rather than raw creativity.

• Disciplined visionaries know that they answer to the system, too. A new venture requires a leader who can paint a vision of where the company is going and how it will transform its industry. Nevertheless, being a successful leader requires enough creativity to succeed, yet not so much as to lead the company astray.

Gates versus Moses

For examples of leaders who used their vision responsibly, consider Robert Moses, who didn't, and Bill Gates, who did.

Robert Moses is a name barely recognized today, but he was a giant of the 20th Century. From 1920 to 1968, Moses built the bulk of New York City metro's public infrastructure -- the Long Island Expressway, the Triboro Bridge, Jones Beach, and dozens of other major bridges, highways, public housing complexes, and public works projects.

Moses, who had a Ph.D. from Columbia University, was a pioneer in the theory of large-scale urban planning. Municipalities from all over the globe were influenced by his ideas and accomplishments, and leaders from many states and countries consulted with him.

Though he began his career as a reformer fighting for the public good, his lust for control and his rigid personality ultimately led him down the path of gathering power at any cost. He used his powerful personality, vision and record of success to destroy the careers of many people who disagreed with him. And he imposed on the New York metropolitan area many of the problems that major cities face today. For example, under Moses' watch, gridlocked highways were built at the expense of public transportation. Large sections of vibrant neighborhoods were condemned to make way for highways, leaving slums in their wake.

Moses left a legacy of bitterness that even today diminishes his accomplishments. As a result, in the public eye he went from being a trusted master builder to being an untrustworthy master manipulator.

Contrast Moses' distorted career with Bill Gates' flexibility on Microsoft's Internet strategy. In 1995, Microsoft faced a dilemma. Gates was not yet a believer in the potential of the Internet to transform mainstream computing, and he had directed Microsoft onto a path that emphasized proprietary desktop software for PCs, rather than adopt an Internet-based, server-browser strategy.

But the Internet and the World Wide Web were increasingly showing promise of becoming a new paradigm for computing -- one that would replace Microsoft's desktop vision. And Netscape's Web browser was spreading like wildfire.

Gates must have been sorely tempted to ignore these trends and follow his vision. But with remarkable discipline and restraint, he absorbed the implications of the Internet's rapid rise and steered Microsoft on a new path. In a matter of months, Gates made every aspect of his company Internet-focused.

Gates chose not to force his earlier (i.e., wrong) vision on the organization, even though Microsoft's very culture was an extension of his personality and intellect. In doing so, he maintained his credibility, and reinforced his reputation as a visionary who was willing to discipline himself to the needs of his company.