Many great resources explore the various aspects of vision statements.  This series aims to examine how the vision statement interconnects with other organizational elements.  I like to think of a vision statement as an advertising slogan: short and to the point, but like a slogan, with just a few words, it makes us think about something much more significant and complex.  In other words, if the vision statement were a stand-alone statement unrelated to any other information, it wouldn’t carry the same weight and significance.  To that end, I like to use the expression “Art and Science” to discuss topics such as a vision statement.  The science side of the expression says we must have a vision statement, but the art side allows us to be creative in how we state and communicate it.

Before we get too far into this discussion, I think setting the background and context for this series is essential.  Throughout my career, one of my hobbies was studying organizational design.  What makes good organizations run smoothly and accomplish their tasks and missions effectively and efficiently?  I have had several opportunities to assess and create organizations from scratch.  I thought exploring the tools and processes I used to create or assess organizations might be fun.  This series focuses on organizational design and function and may interest two groups of readers.  First is the young professional interested in growing as a leader and manager.  Second, the executive who might be looking for a quick mental refresh on a subject.  Reflecting on my career, I tried to think of things I wish I had known and appreciated more deeply as a young leader and manager.  I think it would have benefited me to understand better the interconnected nature and impact of essential foundational organizational elements.  In a manner of speaking, this series could be thought of as a letter to my younger self.  I would also like to acknowledge a couple of key points.  First, although there are commonalities across all industries, there are also differences.  Second, in my opinion, the size, e.g., the number of people in the organization, and working conditions, e.g., in-person, remote, etc., make some of the points raised in this series more or less applicable, e.g., an organization with 20 employees may not find a vision statement as impactful as a 2000-employee organization.  All of that is to say that some topics discussed in this series may not be as relevant in some industries or organizations.  Although the points discussed in this series have helped me throughout my career, they may not be as relevant in all situations.  Hopefully, some of the points raised will help you too. 

Reflecting on my experiences, whether in a direct leadership role or leading initiatives, I came to appreciate the importance and impact of creating and communicating a shared vision.   None of us, me included, like the idea of change; our routines are comfortable.  However, we all like the idea of doing something better or more efficiently.  In my experience, a shared vision allows teams to brainstorm and develop new and creative ways of working toward a shared vision.  An organizational vision statement acts the same way.  As organizations confront challenges, a shared vision statement allows individuals to unify themselves behind a shared vision. 

In my experience, a good Vision Statement comes together in a series of steps guided by the following principles: 1) Inspiring, 2) Future-oriented, 3) Ambitious, 4) Aligned with the core values and principles, and 5) Timeless.  

1.      Don’t overthink it.  “Perfectionism is the enemy of progress.” – Winston Churchill.

2.      Don’t make it too grandiose or narrowly focused. 

3.      Start with one or two people drafting the initial vision, emphasizing the word draft.

4.      Allow a small group to review and critique the proposed vision statement.  This can be a critical step; too many people creating a shared vision can become messy and uncontrollable.  If there aren’t enough people, you risk creating an echo chamber where the vision statement won’t be able to stand against critiques or skeptics.

5.      Get the approval from the decision-makers.

6.      Share the vision statement with everyone involved.  It’s during this last step that the magic begins to take shape.  A good vision statement motivates people to ask how they can help, when they can start, etc., especially if they perceive the vision statement’s results to benefit them.

7.      Set your vision statement into motion.

In my experience, the real work begins creating inertia for the vision.  Depending on the organization’s size and the vision’s scope, several informational meetings may be required to get key stakeholders to share a common vision.  Don’t be surprised if, during the initial stakeholder meetings, you find out they have their own vision.  For what it’s worth, this is all part of the process.  Be objective and open-minded when meeting with key stakeholders; they could provide valuable insights.  Ideally, both sides will agree on a shared vision.    

The most impactful initiatives I’ve spearheaded took two years to get up and running.  I say that only to say don’t be discouraged if it feels like organizational initiatives are hard or taking too long; it’s all part of the process. 

“Nothing in the world is worth having or worth doing unless it means effort, pain, difficulty… I have never in my life envied a human being who led an easy life.  I have envied a great many people who led difficult lives and led them well.” – Theodore Roosevelt 

Please feel free to share your own experiences in the comment box below. 

Your shared thoughts may help someone else with a similar experience.  Thank you.