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Demystifying Vision

The process of creating a clear and compelling vision is not widely understood. At the organizational level, a team or task force may be deployed to create a vision statement and communicate it throughout the organization. The team members may revise a current vision statement or pull together input from a variety of stakeholders or develop a vibrant image for the organization. But do they have an effective vision in the end? All too often, the vision is relegated to a statement posted on the organization’s Web site or in its annual report.

Vision Connections

Leaders who convey a strong vision are seen as more effective in several important areas than those who convey a weaker vision. Our research shows that a strong vision is correlated with

• the ability to lead change

• being dynamic

• competence in strategic planning

• being farsighted

• inspiring commitment

• being original

• having a strong executive image

These are leadership competencies that are particularly important during times of complexity, change, and crisis.

At the individual level, having vision is often cited as important or even measured as a valued competency by many organizations. As a leadership characteristic, having vision usually entails the ability to come up with a direction and the ability to sell that direction. But many people mistakenly believe that they don’t have the ability to develop a compelling vision for their organizations, teams, or projects. Many of our senior-level program participants tell us that they aren’t “good at vision” or that “you either have the vision or you don’t.” When they see how we have demystified the process of creating a vision, they are genuinely thankful to have a new approach to an essential but often vexing leadership process.

The remainder of this guidebook takes you through steps to develop or refine your vision.