Feature : Mark of A Leader – Build to Last!-

By Timothy A. Edward

If we look around us, we can see distinct characteristics of organisations that have stood the test of time. If we want to build something visionary that will last beyond us, then we may contemplate emulating those traits into whatever we are building.  

Simple Ideas Endure

Have a vision of winning the long race.  Surprisingly, it is not the great ideas but the simple, down-to-earth ideas, like the tortoise, that help to build lasting visionary companies and organisations.

It is great to be a gifted, charismatic, visionary leader.  But, some of the most significant CEOs in the history of successful companies did not fit that model of a high-profile, charismatic leader.  They were very practical men and women who were more concerned with the architecture of an enduring company than being a great individual leader.

Generally, visionary companies focus on building an organisation that thrives beyond any leader or product cycle. They create enduring structures rather than rely solely on individual brilliance.

Core Ideology Oriented

Visionary companies are not purely profit-oriented. They are guided by core ideology, core values and a sense of purpose beyond just making a profit.

They deeply believe in their ideologies and consistently live, breathe and express it in all that they do.  They ask, what do we actually value deep down in our being?

In other words, they have a core ideology that consists of a higher purpose and a set of core values. This ideology drives their actions and remains consistent across products, employees, and time. It is not just about having a purpose; it is about living it through everything the company does.

Although we say that change is the only consistent thing in this world, successful companies prove this wrong.  They seldom change their core values and vision.  It is their rock-bottom purpose for existence.  It is their guiding star, a beacon in a changing world.

Be Progress Oriented

Unlike waiting for external cues, visionary companies stimulate progress internally. They do not rely on charismatic leaders or market signals to make improvements. Instead, they preserve their core while continuously evolving.

Playing it safe has its benefits.  Yet, there are occasions when we have to be bold and commit ourselves to outrageous goals. Visionary companies set audacious goals and experiment freely. They do not shy away from big challenges or fear failure.

Selected Few

Then, we need to understand when we build something to last, there will be people who would love to work with us but not everybody will fit our profile. The concept of a great place to work cannot be fully applied all the time, because we cannot be a great place to work for everyone.  Sometimes, it has to be for a selected few, those who can fully embrace our vision and core values and identify their personal life mission within the organisation’s greater mission and vision.

Homegrown Centric

Brilliant and complex strategic planning has its place, but some of the top companies that were built to last found their way through a lot of experimentation, trial and error and on many occasions, they stumbled upon the best practices that have brought high dividends and held them in high esteem.

There is a belief that fresh ideas cannot come from insiders and if we want to get fresh ideas, then we need to hire a breath of fresh talent. However, research has proven again and again that winning fresh ideas actually come from homegrown leadership. CEOs imported from outside have proven far less effective than homegrown leadership, and surprisingly, in 99 per cent of companies that are built to last, it is the homegrown leadership that is seen at the helm.

Build long-lasting institutions with soul and purpose. Ask how we can do better tomorrow at what we did today than seeking ways to beat competition. Because it is not just about profits; it is about creating something meaningful and enduring.

So, in summary, as a leader, build to last, with simple, practical ideas rather than complex ones, focus on building enduring organisations over individual leadership. Stimulate progress from within, set audacious goals and embrace bold challenges without fear of failure. Work with a select few who share the organisation’s vision and values, and foster homegrown leadership which often yields the most innovative ideas.

Finally, when everything is said and done, how would you know that you are building something to last? When there is something of value that is being built, people will clamour to get involved with such organisations.  There will be moves for mergers and acquisitions.  Sometimes, even hostile takeovers.  But you can be sure, all these happen, because people know such organisations are built to last.  As a leader, what are you building today and spending your life and resources on? Is it something that is being built to last?

(The writer can be reached at timothy_edward@rocketmail.com)