What is vision? Like so much of the leadership arena, there are different definitions for vision, but they are generally common in nature. A good example would be:
A VISION IS WHERE THE COMPANY [or person] IS GOING. IT’S WHAT THE FUTURE LOOKS LIKE IF GOALS AND INTENTIONS ARE ACCOMPLISHED . . . [i]
In one way or another most definitions echo that sentiment. So, what does this BLOG offer that makes it worth YOUR TIME reading? Two things.
The first thing – visions must be compelling; they MUST MOVE those who are a part of the organization.
This is perhaps the greatest challenge about vision. A vision must be compelling if it is to be truly valuable to the organization. If a vision is not compelling, I would argue it is better not to suggest you have one. I will go so far as to wonder out loud, is it better for an organization not to claim to have a vision, than to claim to have one that no one is moved by or acts on?
All too often organizations proclaim lofty visions, have expensive plaques made and hung, include visions statements on letterhead and in emails, but no one in the organization can tell you what the business’s vision is! Much less is any meaningful effort being done to realize the vision. Why is that, because no one is compelled by the vision.
The leader’s vision for the organization MUST BE compelling for those who work to see the vision realized. Otherwise, really why even have one?
That said, what is the recipe for arriving at such a vision?
That question brings us to the second focus of this BLOG. I believe a compelling vision is the result of THREE MAIN INGREDIENTS. I am not arguing that these are the ONLY ingredients for a compelling vision, but they are principal and significant contributors to a meaningful vision.
The type of vision that is suggested here is the product largely of the following:
- Purpose
- Success
- Self / Organizational awareness
These three work together toward the creation of a vision. First, why does the business exist; what is your purpose in life? Knowing this is absolutely essential toward the establishment of a compelling vision. Second, how do you define success, what is it that the organization is intent on accomplishing? Finally, whether personally, or organizationally, there must be an awareness of what the strengths and weakness are for the person or business. Who are you, who is the business? Where do their strengths and greatest abilities lie?
Let me offer an example. I have a personal life vision and it absolutely compels me. I think about it daily and doing so inspires me to see it realized through consistent, intentional daily effort
As you read my personal life vision you may not be moved, it may not inspire you. That is perfectly fine, it is not your vision, it is not meant to compel you, it is my vision, and it excites me. My vision for my life . . .
. . . a boundless field populated, over time, by an innumerable collection of white flags – markers deposited into the future.
The white flags represent the lives of people whose leadership capacity has, in some way, been influenced because of either my leadership or coaching. Even as I write this, I am excited within myself. I am excited recalling those whose leadership capacity I have influenced in the past, and excited thinking of doing so in the future.
You may read that and think to yourself, “so what”, or “seriously, that’s it.” Again, that is OK, remember it is not YOUR vision, it is mine. When I think about it, when I see the picture, I get inspired. I see the picture, I think about the statement, and I am moved to constantly be aware, attentive for the opportunities to in some way influence the leadership capacity of others. When I do that, a white flag is added to the field that is my vision!
The work of arriving at a vision that is true to an organization’s purpose and that really does move people can be hard. While my personal life vision absolutely inspires me, it took time and effort to define, a long time actually. I did not just make it up and say, “wow, that sounds really good.” I spent untold hours, days, weeks, months, even years considering who I am, my life’s purpose (have influence in those opportunities presented to me), and what it is I want to see accomplished in my life (aka success).
As a result, with my vision defined, anytime I do ANYTHING that, even in the smallest way, contributes in any way toward growing someone’s leadership I am working toward the fulfillment of my vision.
So, what about you? What about your personal vision? What about your organization’s vision? Can you honestly say you have one that excites you or your team? If not, what are you going to do about it?
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[i] Retrieved from Vision, Mission And Purpose: The Difference (forbes.com). April 8, ’22.)
