Council of Presidents lack Strategic Thinking

There was great publicity recently over the “historic” meeting of the 21 Council of (Industry Association) Presidents to discuss the solutions to the global economic and financial crisis facing us. According to the newspaper reports the meeting highlighted several solutions, however there were no details on what the solutions were.


Speaking on the HOT 102 Breakfast Club programme this morning, March 10, 2009, Financial Analyst Ralston Hyman said when he spoke to the PSOJ President he was told that the main topics were Currency Board vs. Dollarization. Mr. Hyman concluded that the meeting of the Council of Presidents was a grand waste of time. He contended that the value of a country’s currency is a reflection of the strength of the economy; therefore however we decide to manage the currency (dollarization, Currency Board, Central Bank); the fact is we need to significantly increase economic performance and this is where the Council of Presidents should focus their attention. This reminded me of the debates during the Partnership for Progress a few years ago where there was no Vision, no strategy and no structure and it is déjà vu all over. My conclusion, if Mr. Hyman is correct, is that the Council of Presidents lack Strategic thinking.


If the Council of Presidents really wants to make a difference I recommend they contract Growth Facilitators to facilitate them through a strategic thinking process, which will not simply result in a cacophony of ideas, but rather a coherent, vision-driven strategy to navigate Jamaica through the difficult times.

Vision - the reality

A key underpinning of the Growth Facilitators approach to transformation is vision. To us, everything begins with a vision. Yet, we sometimes observe a disconnect with our clients and potential clients whenever we passionately advocate the development and articulation of the organization’s vision. Visioning is often viewed as one of those "soft issues", a new-fangled idea that has no impact on the hard, bottom-line. People are impatient to get to the real issues of action and numbers. Yet, throughout history, we note the importance of vision:

"Without vision the people perish" – The Holy Bible
"Give us vision lest we perish" – The Jamaican National Anthem
"Begin with the end in mind" – Steven Covey

If we look at the great leaders of history, the great success stories of political, economic and social transformation, we will see that the creation of a compelling vision of the future was paramount. But great leaders did not just articulate the vision and keep it to themselves, they spoke about it at every possible occasion, they aligned their actions with it and they lived (and some died for) it. It is this passion and commitment that multiplied their followership in numbers, passion, commitment and action, until it seemed like the vision took on a life of its’ own.

Why is vision important? A compelling vision of the future provides people with hope of a different way of being. It takes the followers out of their present into the possibility of a different future. It provides a guiding light and focus in which to make decisions. It provides focus for making choices, establishing priorities and allocating resources. The vision is inherently creative – it says to followers that we have the power to create a different reality! It gives people a reason to get up and get going.

What happens if a compelling vision is absent? Then people simply do what they want, or worse, do what they have always done, resulting in the organization staying the same, or deteriorating. There is no focus in such a situation, no harnessing of the powerful energy of the team. The organization becomes a wayward blob, floating this way and that, drawn or pushed along by events and circumstance, into deterioration and ultimate demise. This is the state of many of our organizations. It is the state of many individuals. It is perhaps the state of our nation.

The first job of the leader, CEO, Chairman, President or whatever the title, is to articulate and keep the vision foremost and forefront. The vision must become his/her mantra. If the leader says anything, it ought to be in the context and with reference to the vision. It is the leader’s responsibility to bring and keep the vision alive. Even and especially in challenging times as we are now facing, the vision must be kept active and dynamic. This is what will raise team members’ eyes from their current reality to see that there is more to life, more to the organization, more to themselves than just what now appears to exist.

As a leader, if you do nothing else today – articulate the vision of your organization, division or department and share it with all – over and over. Most importantly, believe in it yourself, and make sure that every decision you make, every action you take is in alignment with it. There is no reality except the reality you create. The vision is the reality.