VALUABLE VISION LEADS TO VALIANT ACTION!!!!!

What is a vision?

A vision is a deeply held picture of where a person or group wants to get to in the future. When everyone in a group thoroughly understands and shares the same vision they become intensely motivated. They will apply their whole selves to achieve their vision.

Why build a vision at work?

A common vision in a company releases energy for co-operation towards the achievement of a common goal. This will help the organisation achieve its goals of performance, service and profitability. People often identify more closely with their local unit than the wider organization. They can have a local vision that supports the organizations vision and that the latter supports.

How to build a common vision?

My experience so far has been that people do share a common vision of how they would like life and work to be. They find it quite hard to share their thoughts and feelings at this deep level. When sufficient trust is in place they find out that they want the same things. Mistrust and painful history can make building the required trust a slow and delicate process. It helps to do lots of listening and to avoid blaming anyone. Allow people to express what they feel and be heard then they will be more positive.

A holistic vision

The vision needs to engage the whole person if it is to be powerfully motivating. The richer it is, the more people will commit to it. Thus, a vision can use pictures and words. It can appeal to the mind and the emotions. It can make financial and spiritual sense. Creating one requires logic and imagination. All the stakeholders in the business, including customers and suppliers would own a shared holistic vision. All would say "It means so much to me to be part of this venture".

Practical methods

You can use these methods and others for developing groups and individuals. You can also mix elements of the methods to suit the situation and culture.

Pairs and share

Ask people to think about how they would like things to be in their work or life. Say to them, for example, "It is two years from now and you think to yourself, this is smashing, this is just the way I always hoped work would be. What would be happening if you felt like that?"

Ask people to take turns listening to each other as they each explore this question. Then ask each person to summarise the main points of their vision to the total group. Encourage the group to listen and avoid criticism. At the end, focus on the common vision. Set up a planning process where people work together to achieve their vision.

Picture

You can use a picture of your vision to make it concrete and attractive. When you describe the picture and what it means to you, you use your imaginative and logical side. You often get surprising insights from your own and other people's pictures. Perhaps we edit our imagination less than our logic. The pictures create the data about how an individual wants things to be. Then share the data in the group, focus it and decide what to do. Pairs and share (above) is one good method. Another is to use the "Verb/Noun" process described below.

Focused brainstorming

Here, you ask people to list words on a flip chart that describe how, for example, they would like other departments to see their department. They then stand back from the list and say what these words describe. The answer is in the form "Verb (modifiers) Noun". This might be "Being Professional". They would then work together to clarify what this would mean in all aspects of their work. Finally, they would plan how to achieve their desired vision.

Examples of the use of vision building

In team development

Teams work better when the members feel that they are pulling together in a common direction. I have used "Focused Brainstorming", above, to help them develop this. The results are often surprising. A team of production workers vision was simply of "Everything running smoothly". This was very supportive to their manager. This was what she was trying to achieve.

When a team has developed a common direction, they can easily agree on the priority issues that they need to work on to achieve it.

In change management

Managing change is a three-step process. You have to be clear about how things are now, about how you want things to be in the future, and about how to get there. You can use any of the methods above to create clarity on all three steps.

What is the vision statement?

An aspirational description of what an organization would like to achieve or accomplish in the mid-term or long-term future. It is intended to serves as a clear guide for choosing current and future courses of action. See also mission statement.

How do you write a vision statement?

Based on our expert sources' advice, here are some tips to keep in mind:

1. Project five to 10 years in the future.
2. Dream big and focus on success.
3. Use the present tense.
4. Use clear, concise language.
5. Infuse your vision statement with passion and emotion.
6. Paint a graphic mental picture of the business you want.

A carefully crafted vision statement is at the heart of every successful business. This statement clearly and concisely communicates your business's overall goals, and can serve as a tool for strategic decision-making across the company.

"A vision statement, no matter how big or small the company, should serve as a description of the company’s overarching aspirations," said Phil Shawe, CEO and cofounder of TransPerfect, a translation services company. "It encompasses the big picture and envisions where the company is heading long term."

A vision statement can be as simple as a single sentence or can span a short paragraph. Regardless of the individual details and nuances, all effective vision statements define the core ideals that give a business shape and direction. These statements also provide a powerful way to motivate and guide employees, said Addam Marcotte, vice president of operations and organization development, with executive coaching and organizational change firm FMG Leading.

Why does this matter? Research shows that employees who find their company's vision meaningful have engagement levels of 68 percent, which is 19 points above average. More engaged employees are often more productive, and they are more effective corporate ambassadors in the larger community.

Given the impact that a vision statement can have on a company's long-term success and even its bottom line, it's worth taking the time to craft a statement that synthesizes your ambition and mobilizes your staff.

Vision statement vs. mission statement

Before determining what your vision statement is, you need to understand what it is not. It should not be confused with a mission statement. Those statements are present-based and designed to convey a sense of why the company exists, to both members of the company and the external community. Vision statements are future-based and are meant to inspire and give direction to the employees of the company, rather than to customers.

"A mission statement illustrates the purpose of the company, what it does and what it intends on achieving. Its main function is to provide direction to the company and highlight what it needs to do to achieve its vision," said Joel Klein, business, marketing consultant and producer of BizTank, a SharkTank-style platform. "Meanwhile, a vision statement illustrates where the company would like to see itself further down the line, what it hopes to achieve and what its goals are."

A mission statement answers the question, "Why does my business exist?" A vision statement answers the question, "Where do I see my business going?"

Jamie Falkowski, vice president of creative and experience at the marketing communications firm Day One Agency, said, "A vision is aspiration. A mission is actionable."

Who will shape your vision, and how will it be used?

The first step in writing a vision statement is determining who will play a role in crafting it. Brandon Shockley, of consumer insights agency Plannerzone, Inc., recommends developing a vision statement through a series of workshops with key stakeholders who represent a cross section of your organization. Teams of people can craft alternate versions of the statement and receive feedback from the rest of the group.

"Think of it as 'Shark Tank' for your vision statement," Shockley said.

Falkowski added that individual stakeholder interviews offer another effective way to get real and honest feedback in which people won't hold back on how they feel.

Additionally, a business should determine early in the process where its vision statement will appear and what role it will serve in the organization. This will prevent the process from becoming merely an intellectual exercise, said Shockley.

"The vision business statement should be thought of as part of your strategic plan," he said. "It is an internal communications tool that helps align and inspire your team to reach the company's goals."

"As a business founder, you are the one shaping the vision, and your actions should reflect the vision by example. The vision reflects in every action and gives the reason for you and your team to enjoy what they do and work towards a common goal," Klein said. "The vision is the inspirational drive that wakes you up every morning and gives you a sense of purpose. The vision will also help you attract clients or users who believe in your vision and mission."

As such, vision statements should be viewed as living documents that will be revisited and revised.

How to write a vision statement

Writing your vision statement is a time for creativity, ambition and fun, but the task should be approached seriously.

"There is a process to this, and it's not usually quick or simple," said Linsi Brownson, founder and creative director of business strategy group Spark Collaborative. "The best way to begin is to reflect on some of the most significant events or ideas that have impacted the company."

A vision statement should also be concise, no longer than a sentence or a few paragraphs. You want your entire team and organization to be able to quickly repeat it back and more importantly understand it, said Falkowski. But a vision statement should be more than a catchy tagline, he said.

"(It) can be smart and memorable, but this is for your team and culture, not for selling a specific product," Falkowski said.

To begin, Brownson advised first identifying core values of the organization when drafting your vision statement. Then, ask yourself, "What do we do right now that aligns with these values? Where are we not aligned with these values? How can we stay aligned with these values as we grow over the next five years, 10 years?" Those questions address your current situation and help identify the bigger-picture vision, Brownson said.

Next, ask yourself what problems your company hopes to solve in the next few years. What does your company hope to achieve? Who is your target customer base, and what do you want to do for them?

"Based on your responses to these questions, ask yourself what success will look like if you accomplish those things," said Jené Kapela, owner and founder of Jené Kapela Leadership Solutions. "This answer should shape your vision statement."

When you're crafting your vision statement, dream big. Don't worry about practicality for now — what initially looks impossible could be achieved down the road with the right team and technologies. Work on shaping a vision statement that reflects the specific nature of your business.

Shockley noted that there is nothing wrong with a vision statement being a little daring, distinct or even disagreeable.

"If a vision statement sets out a generic goal that anyone can agree with, it is likely to produce mediocre results," he said. "A goal like 'delivering an exceptional experience' applies equally to a hospital, bank or fitness club."

Tips for crafting your vision statement

Vision statements should stretch the imagination while providing direction and clarity. A good vision statement will help inform direction and set priorities while challenging employees to grow. The vision statement should be compelling not just to the high-level execs of your company, but also to all employees.

Based on our expert sources' advice, here are some tips to keep in mind:

Project five to 10 years in the future.

Dream big and focus on success.

Use the present tense.

Use clear, concise language.

Infuse your vision statement with passion and emotion.

Paint a graphic mental picture of the business you want.

Have a plan to communicate your vision statement to your employees.

Be prepared to commit time and resources to the vision you establish.

Your completed vision statement will give employees a clear idea of your company's path forward. Then it's up to you to nurture and support that vision and to inspire your employees to do the same.

What does it mean when you have a vision?

A vision is a picture or idea you have in your mind of yourself, your business, or anything this is going to happen. A clear vision helps you pursue dreams and achieve goals; an idea of the future, a strong wish. ... You feel much more valuable as a person when you set and achieve visions and goals

What should be in a good vision statement?

The components of a good vision statement. Vision statements drive me to despair. They should be a means by which we describe a desired outcome that invokes a vivid mental picture of our goal. As leaders, a vision statement should inspire and energise us, our subordinates, our colleagues and our other stakeholders.

The components of a good vision statement

• Vision statements drive me to despair. They should be a means by which we describe a desired outcome that invokes a vivid mental picture of our goal. As leaders, a vision statement should inspire and energise us, our subordinates, our colleagues and our other stakeholders.

A vision statement should be what we return to whenever we get confused about our business goal or its subordinate business objectives.

A vision statement should contain a summary statement that is memorable and enhances the effectiveness of our vision statement by acting as a trigger to the rest of the vision in the minds of those people who read it. A summary statement is not THE vision statement.

A vision statement should say something about us, our organisation, our operating environment, our dream. When we read it, it should tell us where we are going. We should not be able to substitute our vision statement for other organisations inside and outside our industry.

What do we get instead from some of our leading corporations? Vision statements that offer no inspiration, no energy, no destination and no difference from other organisations.

Take Coca-Cola’s vision statement:

“To achieve sustainable growth, we have established a vision with clear goals.

Profit: Maximizing return to shareowners while being mindful of our overall responsibilities.

People: Being a great place to work where people are inspired to be the best they can be.

Portfolio: Bringing to the world a portfolio of beverage brands that anticipate and satisfy peoples; desires and needs.

Partners: Nurturing a winning network of partners and building mutual loyalty.

Planet: Being a responsible global citizen that makes a difference.”

 That vision statement could be for almost any commercial organisation with shareholders. Take out the reference to shareholders and beverages and it can apply to a large number of non-profit organisations too.

It is a statement full of motherhood and business speak words which carry little meaning simply because they are so open to interpretation by the reader. They carry little meaning overall because they carry all meanings to all people.

I am being harsh to illustrate a point, but surely an organisation with Coca-Cola’s human resources could come up with something more inspiring than that.

Compare it with this vision statement for a restaurant:

“Our restaurant is a place where people come to relax, have a good time, and enjoy a great meal. [The short memorable summary phrase]

From the moment our customers walk in the door, they are greeted by a warm atmosphere, subtle music, and friendly and courteous staff.

We cater to large groups that are out to have fun, as well as romantic dinners for people celebrating a special occasion. The restaurant is packed full of customers, and yet we efficiently avoid long delays while they are being seated and while their food is prepared.

The lighting, table arrangements, atmosphere, and decorations all encourage our customers to relax, let go of their concerns, and open up to new taste sensations. We provide exceptional service all night long.

When they are done, we take care of their check quickly and efficiently. They leave happy, satisfied, but not overly bloated or full. They leave with the desire of just one more bite of our wonderful food.”

How clear is that about what we want to achieve as a restaurant? It doesn’t make any statements about profits, assuming they will come if we achieve our vision.

On a more grand corporate scale is Microsoft’s summary vision statement:

“There will be a personal computer on every desk running Microsoft software.” [Short, simple, unequivocal, memorable and long term]

“To build the largest and most complete Amateur Radio community site on the Internet” [I can quibble about what complete means but not largest, amateur, radio, community and site and it is short and memorable]

A poor vision summary statement is GM’s:

“GM’s vision is to be the world leader in transportation products and related services. We will earn our customers’ enthusiasm through continuous improvement driven by the integrity, teamwork, and innovation of GM people.” [It is not short, it is not simple, it is not memorable and contains too many words open to interpretation of meaning]

The components of a good vision statement

Good vision statements have common components:

• It is written in the present, not future tense. They describe what we will feel, hear, think, say and do as if we had reached our vision now.
• It is summarised with a powerful phrase. That phrase forms the first paragraph of the vision statement. The powerful phrase is repeated in whatever communication mediums you have to trigger memory of the longer statement. It is not a brand strap-line.
• It describes an outcome, the best outcome we can achieve. It does not confuse vision with the business goal and objectives for a particular period of time. A vision statement, therefore, does not provide numeric measures of success.
• It uses unequivocal language. It does not use business speak or words like maximise or minimise.
• It evokes emotion. It is obviously and unashamedly passionate. However, it separates the hard aspect of vision in what we see, hear and do from the soft aspect of vision in what we think and feel.
• It helps build a picture, the same picture, in people’s minds.

Build vision statement with these components and we run the risk of informing, inspiring and energising our people.

Why is it important to have a vision?

A vision is a practical guide for creating plans, setting goals and objectives, making decisions, and coordinating and evaluating the work on any project, large or small. A vision helps keep organizations and groups focused and together, especially with complex projects and in stressful times.

The Importance of Vision

A vision is a mental picture of the result you want to achieve---a picture so clear and strong it will help make that result real. A vision is not a vague wish or dream or hope. It’s a picture of the real results of real efforts. It comes from the future and informs and energizes the present. Visioning is the most powerful tool I’ve witnessed in over twenty years of helping organizations and individuals get the results they want.

The practice of using visions is mainstream. Some companies use visions to communicate their values and goals. Professional sports teams use visioning exercises to improve performance (there are studies showing that basketball players who practice free throws only by “envisioning” the ball going through the hoop improve their shooting percentage almost as much as those who actually throw the ball). The director of a play might “envision” a perfect production before rehearsals begin.

Here’s why a vision is so powerful:

A vision inspires action. A powerful vision pulls in ideas, people and other resources. It creates the energy and will to make change happen. It inspires individuals and organizations to commit, to persist and to give their best.

A vision is a practical guide for creating plans, setting goals and objectives, making decisions, and coordinating and evaluating the work on any project, large or small.

A vision helps keep organizations and groups focused and together, especially with complex projects and in stressful times.

Not every picture is a vision. Your vision should:

Be clear—so sharp and so detailed that you can see, smell and taste the smallest details.

Be positive.Acknowledge the difficulties, but don’t try to motivate yourself or others with a vision of bad things that might happen if you don’t succeed. A vision based on fear may help fuel immediate action, but it can also limit your results to damage control rather than getting to positive change.

Be big enough. Create a bigger picture of the effects of your work than just solving the problem at hand. A vision that’s too small may not provide enough inspiration, or generate enough energy, to get you past the tough spots. It might even close your mind to what you could achieve.

Include changes in attitudes. The challenge you see in front of you is only the part of the problem you can see—the rest of the challenge is deeper and often involves personal attitudes that may be strongly held. Remember the ”iceberg” in Coach’s Corner #3.

Include a clear picture of your personal role, not just that of your organization, if you’re in one. This isn’t about ego. It’s about you taking full responsibility for helping achieve the results you want.

Come from the heart, not the head. Don’t try to think your way to a vision. To create a vision that’s exciting and compelling, you’ve got to give yourself the freedom to dream—to use your imagination to see and feel what does not yet exist. A vision is not the same as goals or objectives; those come from the head. A vision comes from the heart.

Why is it important for a company to have a vision?

It determines the company's direction. Smart business owners use this statement to remind their teams why their company exists because this is what makes the company successful. The mission statement serves as a “North Star” that keeps everyone clear on the direction of the organization.

7 Reasons Your Company Needs a Clear, Written Mission Statement

Tags: Mission, mission statement 6 comments

Sometimes business owners ask me if it is really that important to have a written mission statement. In many companies it seems to just be a plaque on the wall with little or no value. Here is why I think it is critical that every business (even small businesses) have a clear, written mission statement.

1. It determines the company’s direction

Smart business owners use this statement to remind their teams why their company exists because this is what makes the company successful. The mission statement serves as a “North Star” that keeps everyone clear on the direction of the organization. And as Andy Stanley says, “It’s your direction, not your intention, that determines your destination.” This leads to the second reason.

2. It focuses the company’s future

Many people refer to this as the “vision” which is different than the mission. The vision is about a preferred future. Where will you be in 1 year? 3 years? 5 years? The mission tells us what we’re doing today that will then take us where we want to go in the future.

3. It provides a template for decision-making

A clear mission sets important boundaries which enable business owners to delegate both responsibility and authority. Mission is to the company what a compass is to an explorer, a map to a tourist, a rudder to a ship, a template to a machinist. It provides a framework for thinking throughout the organization. It provides the boundaries and guardrails you need in order to stay on the path to your preferred future.

4. It forms the basis for alignment

When a new employee is hired, it’s critical that the new hire know what the company does and where the company is going. The mission statement forms the basis for alignment not only with the owner, but the entire team and organization. Your team will all be on the same page when it comes to what you do and why you do it, which leads to better effectiveness and efficiency.

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5. It welcomes helpful change

Many people are resistant to change because it causes us to feel insecure and sometimes out of control. However, if the mission is clear, then team members are more likely to see the value of the change and how it helps the organization accomplish the mission. This will create a culture that welcomes change when warranted.

6. It shapes strategy

Every business and business owner needs a strategy. But strategies must not be created in a vacuum. Instead of looking at what’s new or what competitors are doing and trying to copy them, wise business owners create the most effective strategies possible to accomplish the mission their company is set out to accomplish.

7. It facilitates evaluation and improvement

• It has been said that “What you measure will be your mission.” If you have a clear, written statement of mission you will know exactly what to measure and how to measure it.

Vision building is a challenging exercise as it aims to construct future scenarios and link the present with the future. It is true that without vision, cultures, communities and civilizations perish. The exercise of vision building can neither be done by only restructuring the present realities nor by sheer dreaming. Vision, dreams and future expectations must merge into contemporary realities. Visions can be realized and transformed into realities by understanding, initiative, commitment and hard work and dreams can be transformed into realities if full trust is put in self, society and the nature.

Envisioning is a part of an individual’s planning activities as also that of a nation. Nations, big or small, developed or developing, all conceive and construct future visions and prepare strategies to achieve them. Vision is not to be seen either as a long term planning exercise or as a road map. In both these cases there is something given, something existing which forms the base.

On the other hand future aspiration generates vision and that stirs us to action. Through the eye of creative imagination the vision builder places ought in the context of is and develops a constructive picture about the present. Unlike activities involved in annual planning wherein the present shapes the future, the activities in vision building are guided by the future to shape the present. Thus the construction of vision is a type of dreaming rooted in the contemporary contextual social realities. With respect to education, this exercise is being attempted here under three sections, the first relates to Knowledge society which for, our purpose means a society where caring, sharing and using of knowledge are key factors promoting prosperity and well being of the people, the second section relates to knowledge as seen from the institution perspective and the third presents vision statement themes and strategies to achieve them.

In the last decade India has seen a revolution in knowledge and information sectors. It has gained a special position in the comity of information communication technology oriented nations. It would thus be advisable to give some space here to the term “knowledge society”.

The term‘Knowledge society’,‘Information Society’ and‘Learning Society’ have now become familiar expressions in the educational parlance communicating emerging global trends with far-reaching implications for growth and development of any society. These are not to be seen as mere cliché or fads but words that are pregnant with unimaginable potentialities. Information revolution, information technologies and knowledge industries, constitute important dimensions of an information society and contribute effectively to the growth of a knowledge society.

The term “Knowledge Industry” was coined by Princeton Economist Friz Machlup in his book, ‘Production and distribution of Knowledge ’in 1962. The term ‘ knowledge society’ has been used by Peter F. Drucker (1971) in his book ‘The Age of Discontinuity’. The term‘ Learning Society’ was used by Torsten Husen in 1974 and Hutchins (1970), the genesis of which lies in the concept of life long or continuous learning which was later on stressed in UNESCO reports of 1972 and 1996.

The concept of global village has its genesis in the concept information society, “informat ion revo lut ion” and communication technologies. The world has shrunk into a small village due to the emergence of information and communication technologies. Alvin Toffler (1980) has advanced the idea that power at the dawn of civilization resided in the‘ muscle’. Power then got associated with money and in 20th century it shifted its focus to‘ mind’. Thus the shift from physical power to wealth power to mind power is an evolution in the shifting foundations of economy. This shift supports the observation of Francis Bacon who said‘ knowledge itself is power’, stressing the same point and upholding the supremacy of mind power, in his characteristic expression, Winston Churchill said, “the Empires of the future shall be empires of the mind”. Thus he corroborated Bacon and professed the emergence of the knowledge society.