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398 PART 5: THE LEADER AS SOCIAL ARCHITECT

IN THE LEAD their own visions. Roadtrip produces a television series for PBS, has published
three books, and is launching an XM radio program. It has formed partnerships
with career centers at some 100 American and 22 British colleges.
Many young people today, the three founders of Roadtrip believe, are desper-
ately searching for meaning in their work, but don’t know how to fi nd it or lack the
confidence to pursue it. Marriner suggests that most people know deep down what

they’re passionate about, but they lack the confi dence or courage to pursue that vi-
sion. They have been conditioned to look for the safe paths and to pick jobs, careers,
or other pursuits where they can be successful. Yet, as Howard Schultz, chairman
and former CEO of Starbucks, told the team during his interview, success shouldn’t
be the target. Instead, success comes from pursuing your vision. Roadtrip’s favorite
advice to anyone who is hesitant to follow their vision comes from Michael Jager,

the founder of a design firm: “When you really magnify what it is you believe in and
follow it, the world conspires for you.”
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Roadtrip also reminds people that making an initial career choice is just one
aspect of a personal vision that will grow and change over time. Some success-
ful organizations ask employees to write a personal vision statement because
leaders know that people who have a vision of where they want their life to go
are more effective. In addition, this enables leaders to see how an employee’s
personal vision and the team or organizational vision can contribute to one
another.
Organizational visions grow and change as well. Within organizations, top
leaders develop a vision for the organization as a whole, and at the same time a

project team leader five levels beneath the CEO can develop a vision with team
members for a new product they are working on. Leaders of functional depart-
ments, divisions, and teams can use vision with the same positive results as do
top leaders. The vision becomes the common thread connecting people, involving
them personally and emotionally in the organization. 33
Consider the facility manager for a large corporation. His department re-
ceived requests to fi x toilets and air conditioners. Rather than just seeing this as
menial work, the manager framed it for employees in a way that inspired them.
He told them people’s feelings about their work environment were important
to them personally and to the organization, and employees in his department
had the chance to “use physical space to make people feel good.” Department
employees started planting fl owers outside offi ce windows and created an envi-
ronment that lifted people’s spirits. In innovative companies, every group or
34
department creates its own vision, as long as the vision is in line with the overall
company’s direction.
When every person understands and embraces a vision, the organization be-
comes self-adapting. Although each individual acts independently, everyone is
working in the same direction. In the new sciences, this is called the principle of
Self-reference self-reference. Self-reference means that each element in a system will serve the
Self-reference
a principle stating that each
a principle stating that each goals of the whole system when the elements are imprinted with an understanding
element in a system will serve
element in a system will serve
the goals of the whole system
the goals of the whole system of the whole. Thus, the vision serves to direct and control people for the good of
when the elements are imprinted
when the elements are imprinted themselves and the organization.
with an understanding of the
with an understanding of the To develop a shared vision, leaders share their personal visions with oth-
whole
whole
ers and encourage others to express their dreams for the future. This requires
openness, good listening skills, and the courage to connect with people on an
emotional level. A leader’s ultimate responsibility is to be in touch with the
hopes and dreams that drive employees and fi nd the common ground that binds