There is a powerful story about a post-nuclear holocaust in a novel written by Cormac McCarthy (2006), called The Road, in which the father continues to protect and sacrifice for his son, even though the world is coming to an end. This extraordinary protagonist somehow finds meaning and purpose – and vision—regarding his son in the midst of despair and death. Perhaps this is the type of spiritual leadership that we need in the challenging VUCA-Plus world of the mid-21st Century. This is the world like that portrayed in Mad Max and by McCarthy in which terrorism, nihilism and despair prevails. McCarthy offers us a portrait of spiritual leadership that blends courage (Ruby Red) with vision (Azure Blue)—and perhaps in some very deep manner even the qualities of community and caring (Rainbow)

The leader who is honored and respected for his or her capacity to convey a compelling vision of the future needs a viable vision. One of the great ironies to be faced by leaders throughout history emerges when the vision has been realized, abandoned or ignored. If there is no longer the need for a vision, then we certainly don’t need a visionary leader. The visionary leader confronts irony: don’t be too successful. Without an unfulfilled vision, there is no need for hope or commitment to the cause. We confiscate our future and walk away with nothing new about which to dream. The shining city on the hill can never be completely constructed. There must always be new buildings to be envisioned and new services to be provided to both old and new residents of this external city.

What about the role of vision on a smaller plane—in a group or organization? We propose that the same ironic challenge exists. The vision must remain viable. Organizations and communities are often in crisis when they achieve some success and have realized a dream. What do we do now that we have completed this five-year plan? We have obtained this grant and have initiated our new programs, but nothing has really changed. We are still hustling for more funds. It is critical that a new set of goals be established before the old ones are realized; it is equally important, however, that the achievement of the old goals is honored and celebrated.

An organization or community that simply moves from one five-year plan to a second five-year plan is just as vulnerable to exhaustion and disillusionment as an organization or community that never realizes its dreams (because they have been set too high). We must appreciate the achievement of current goals and must linger for a moment to honor the old dream and vision before moving forward to a new sense of the future.

The old visionary leader faces irony at this point—and it is easy at this point to be diverted by personal aspirations. It is tempting to “downsize” the spiritual vision into some secular version of this vision. At times, this visionary leader must embrace the irony and step aside for the new vision—given that he or she has finished the task and awaits a period of rest and reflection back on what has been achieved. At other times, old visionary leaders can move beyond the irony by becoming the new visionary leader. They find renewed energy and commitment while collaborating with others in the formulation of the new vision.