Vision, Voice and Veracity – Becoming a Business Leader

leading your people

Vision, Voice and Veracity – Becoming a Business Leader

People want to be at the helm of High Performance Organisations. Typically HPO’s have clear policies, ways of doing things and ways to assess what they do. Managing systems, policies and procedures are vital to getting things done in any organisation, but they don’t stand alone. Without leadership, companies weaken. Leaders have a plan, know how to communicate it and keep to the facts. Vision, voice and veracity are all hallmarks of good leadership. There is a lot of debate on whether or not you learn how to be a leader or whether you can teach integrity and vision, but without them, your organisation can flounder.

Creating Vivid Vision

In the last few decades we have come to know business leaders’ names as readily as those in show business or politics. What sets them apart for our attention? It turns out they all have a clear vision of what they want. While there may be people who are deemed exceptional, it is possible for others to harness some of their own vision.

  • Build a mental image of where you would like your business to be in the future.
  • What are your aspirations? Whose business do you like? Find out how they do what they do.
  • Look at why they do what they do? What drives you to keep going? Think about your values. They will become part of your vision.
  • Constantly link what you do on a day to day basis, to the vision you have for your organisation.

Adapt Your Leadership Style

You may be someone who asks employees what they think, on a regular basis and uses their answers as a template for your business. You may be someone who has a more authoritarian approach and think this works for you. Good leaders may have an individual style, but can see when they need to adapt it, depending on the situation. Yes, you need to collaborate but you also need to, well, lead. Leaders have clear ideas of goals. They collaborate to realise those goals. If you are always dictatorial in style, you can stifle talent within your organisation. There will be times however, like when there is a crisis that someone needs to take control. Know when it’s right to take different approaches. This can take time and practice, but remember that if you want to lead and lead well, you need to use a range of skills, all of which relate to your values.

Use good leadership tools, no matter what your style.

  • Mentor and Coach
  • Train and Review
  • Listen and Give Answers
  • Take Advice and Make Decisions
  • Have a Strategy to realise your Vision – and follow it.

Use Your Voice and Use it Well

Honest communication is central to good leadership. People follow you if they have trust in you. Build that up by talking to your teams. Use constant feedback and review to make sure you do not risk retiring to an ivory tower. Your staff play a vital role in realising your strategy. Listen to those who have skills or expertise which you don’t have. Get as much information as you can to help your decision making.
Do not keep the vision to yourself. If others don’t yet understand it, you need to explain it better. Leaders convince. If you are a team or company leader, people want to know that they are following someone who hears what they say, tells them the truth and takes control when it is needed.
Being a good leader is not always about being the loudest in the room. It is not always about giving dictates from on high. Leaders do not have to be “rock stars” either, can be measured and calm too. What leaders definitely need is a vision and a strategy to reach that vision. If they plan, communicate, listen and coach, are strong, decisive, emotionally intelligent, open and honest, people will follow.


At OMT Global, we work with leaders from diverse backgrounds and industries. Our focus is on helping organisations realise their potential through developing their people . Contact us to discuss building leadership within your organisation.

Richard McCarthy

Richard joined OMT in 1998 and is head of Consultancy Services following a 14 year international career in project management, financial control and various management development roles. Richard specialises in working with Senior and Middle Management, focusing on critical Organisational Development Initiatives such as Strategy Development & Implementation, Change Management, and the roll-out of extensive Management & Leadership Development Programmes and One to One Executive Coaching. His previous work across Europe and Africa has helped him understand the impact of organisational culture, and change on managers’ ability to deliver successful results. Richard enjoys the challenge he gets from his work, especially working with clients who face difficult strategic choices or need to develop new skills & behaviours. Richard believes the rewards are satisfying when you know you have made a meaningful contribution.

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