Creating a vision

Editor's Notes

• #3: Vision in context of leadership: In the context of leadership, a vision is a mental model of an ideal future state. Difference between vision and mission: A vision is a mental model of an ideal future state; it can be generated by an individual leader or crafted by a team working together. A mission is how to get there. It is what people do in order to achieve the vision. Challenges in developing a vision: A leader’s challenge is to develop a long-term vision that organizational members can share, of the future they seek to create together. In developing a vision, a leader is able to visualize positive outcomes in the future and communicate these to others. Leaders sometime carry with them “entrenched mental models” that limit their ability to see new possibilities in their environments. Role of vision in leadership: Vision plays a major role in how the leader influences others and how others react to his or her leadership. Vision also plays a central role in many of the common theories of leadership.
• #4: Better than the status quo: A vision creates a picture of a future that is better than the status quo. Mental images toward a common goal: Visions paint an ideal image of where a group or an organization should be going. As a rule, these mental images are of a time and place where people are working productively to achieve a common goal. Impact of a vision: Sometimes a leader’s vision provides only a general direction to followers or gives limited guidance to them. At other times, a leader may have only a bare-bones notion of where he or she is leading others; the final picture may not emerge for a number of years. Nevertheless, when a leader is able to paint a picture of the future that is attractive and inspiring, it can have significant impact on his or her ability to lead others effectively.
• #5: Change in the status quo: A vision represents a change in the status quo, moving toward something more positive in the future. Occurs in many forms: Changes can occur in many forms: rules, procedures, goals, values, or rituals. Resistance to change: It is not uncommon for a leader to face resistance to the articulated vision; even being accused of “stirring the pot.” Usually, though, visions are compelling and inspire others to set aside old ways of doing things and to become part of the positive changes suggested by a leader’s vision.
• #6: Values are the ideas, beliefs, and modes of action that people find worthwhile or desirable. Visions are grounded in values: To advocate change within a group or an organization requires an understanding of one’s own values, the values of others, and the values of the organization. Visions advocate a positive change and movement toward some new set of ideals. In so doing, they must address values. Centrality of values in visions: Human dignity in a vision that emphasizes that everyone in the company is important; fairness and justice in a vision that suggests everyone is equal.
• #7: A laid-out path to follow: Vision provides a map for goals: It gives direction so followers know when they are on track and when they have slipped off course. This provides people often feel a sense of certainty and calmness in knowing they are on the right course, and a vision provides this assurance. Provides guiding philosophy: Visions provide a guiding philosophy for people that gives them meaning and purpose, which makes it easier for the workers to establish an identity and know where they fit within the organization. Shows meaningfulness of one’s work: Seeing the larger purpose allows people to appreciate the value of their contributions to the organization and to something larger than their own interests.
• #8: Transcending the status quo: A vision challenges people to transcend the status quo to do something to benefit others. Committing to worthwhile causes: Visions challenge people to commit themselves to worthwhile causes. Kennedy’s vision for America had a huge impact on the country. This challenge was inspiring because it asked people to move beyond self-interest to work for the greater good of the country. Inspiring to help others: When people are challenged to do something good for others, they often become inspired and committed to the task. Whether it is to improve their own group, organization, or community, people like to be challenged to help others. Leukemia and Lymphoma Society’s Team in Training program is an example of an organization that has a vision with a clear challenge component.
• #9: Communicating the vision: Although it is very important for a leader to have a vision, it is equally important for a leader to be able to articulate—explain and describe—the vision to others. Adapting the vision: A leader needs to articulate the vision to fit within others’ latitude of acceptance by adapting the vision to the audience. Highlighting the values: Presenting the values of the vision helps individuals and group members find their own work worthwhile.
• #10: Communicating the vision. (Contd.) Choosing the right language: A leader should use words and symbols that are motivating and inspiring. Words that describe a vision need to be affirming, uplifting, and hopeful, and describe the vision in a way that underscores its worth. Symbols are often adopted by leaders in an effort to articulate a vision and bring group cohesion. Using inclusive language: Words such as we and our are inclusive and better to use than words such as they or them. The goal of inclusive language is to enlist participation of others and build community around a common goal.
• #11: Effort over an extended period: Implementing a vision requires a great of effort by a leader over an extended period. Leadership and implementation: A leader must be a living example of the ideals articulated in the vision. In implementing a vision, the leader must model to others attitudes, values, and behaviors set forth in the vision. Acting out the vision: When a leader is seen acting out the vision, he or she builds credibility with others. Setting performance expectations: Implementing a vision also requires a leader to set high performance expectations for others. Keeping eyes on the goal: By doing so, the leader encourages and supports others in the day-to-day efforts to reach the larger goal. Sharing work and empower people: A leader alone cannot implement a vision. The leader must work with others and empower them in the implementation process. It is essential that leaders share the work and collaborate with others to accomplish the goal.