CREATING A VISION

CONTENT
 VISION

• An effective leader creates compelling visions that guide people’s behavior. In

the context of leadership, a vision is a mental model of an ideal future state.

• It offers a picture of what could be.

• Visions imply change and can challenge people to reach a higher standard of
excellence.

• Visions are like a guiding philosophy that provides people with meaning and
purpose.

• In developing a vision, a leader is able to visualize positive outcomes in the

future and communicate these to others. Ideally, the leader and the members
of a group or an organization share the vision.

• Although this picture of a possible future may not always be crystal clear, the
vision itself plays a major role in how the leader influences others and how
others react to his or her leadership.
 VISION

• “the act of power of

imagination.” When you apply
vision to the future, you can
create a mental picture that
can be used to direct your
actions. Vision serves as a
guide and can be used to
provide a sense of purpose.
 VISION - PICTURE

• A vision creates a picture of a future that is better than the

status quo.

• It is an idea about the future that requires an act of faith by

followers.

• Paint an ideal image of where a group or an organization

should be going.

• It may be an image of a situation that is more exciting, more

affirming, or more inspiring.
 VISION - CHANGE

• Another characteristic of a vision is that it represents a

change in the status quo, and moves an organization or a
system toward something more positive in the future.

• Visions point the way to new ways of doing things that are
better than how things were done in the past. They take the
best features of a prior system and strengthen them in the
pursuit of a new goal.
 VISION - VALUES

• A third characteristic of a vision is that it is about values, or the ideas,

beliefs, and modes of action that people find worthwhile or desirable.

• 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 are about changes in those values.

• For example, if a leader creates a vision that emphasizes that everyone

in the company is important, the dominant value being expressed is
human dignity.

• Similarly, if a leader develops a vision that suggests that everyone in the

company is equal, the dominant value being expressed is fairness and
justice.
 A MAP

• A vision provides a map—a laid-out path to follow—that

gives direction so followers know when they are on track
and when they have slipped off course.

• People often feel a sense of certainty and calmness in

knowing they are on the right course, and a vision provides
this assurance.

• It is also comforting for people to know they have a map to

direct them toward their short and long-term goals.
 CHALLENGES

• A final characteristic of a vision is that it challenges people to transcend

the status quo to do something to benefit others.

• Visions challenge people to commit themselves to worthwhile causes.

• In his inaugural address in 1961, President John F. Kennedy challenged

the American people by saying, “Ask not what your country can do for
you—ask what you can do for your country.”

• This challenge was inspiring because it asked people to move beyond

self-interest to work for the greater good of the country. Kennedy’s
vision for America had a huge impact on the country.
 SUMMARY

• a vision has five main characteristics.

• First, it is a mental picture or image of a future that is better than the

status quo.

• Second, it represents a change and points to new ways of doing things.

• Third, it is grounded in values.

• Fourth, it is a map that gives direction and provides meaning and

purpose.

• Finally, it is a challenge to change things for the better.

 ARTICULATE A VISION

• 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.

• a leader must communicate the vision by adapting the

vision to his or her audience.

• Psychologists tell us that most people have a drive for

consistency and when confronted with the need to change
will do so only if the required change is not too different
from their present state
 ARTICULATE A VISION

• leader also needs to highlight the values of the vision by

emphasizing how the vision presents ideals worth pursuing.

• Presenting the values of the vision helps individuals and

group members find their own work worthwhile.

• It also allows group members to identify with something

larger than themselves, and to become connected to a
larger community.
 ARTICULATE A VISION

• Articulating a vision also requires 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.
 ARTICULATE A VISION

• Visions also need to be described to others using inclusive language that

links people to the vision and makes them part of the process.

• Words such as we and our are inclusive and better to use than words
such as they or them.

• The goal of this type of language is to enlist participation of others and

build community around a common goal. Inclusive language helps bring
this about.

• In general, to articulate a vision clearly requires that a leader adapt the

content to the audience, emphasize the vision’s intrinsic value, select
words and symbols that are uplifting, and use language that is inclusive.

• If a leader is able to do these things, he or she will increase the chances

that the vision will be embraced and the goal achieved.
 IMPLEMENTING A VISION

• Implementing a vision requires a great deal of effort by a

leader over an extended period.

• in implementing a vision the leader must model to others

the attitudes, values, and behaviors set forth in the vision.
The leader is a living example of the ideals articulated in the
vision.

• Implementing a vision also requires a leader to set high

performance expectations for others. Setting challenging
goals motivates people to accomplish a mission.
 • A competent leader will have a compelling vision that challenges people to work
toward a higher standard of excellence.

• A vision is a mental model of an ideal future state. It provides a picture of a

SUMMARY future that is better than the present, is grounded in values, and advocates change
toward some new set of ideals.

• Visions function as a map to give people direction.

• Visions also challenge people to commit themselves to a greater common good.

 • First, an effective leader clearly articulates the vision to others. This requires the
leader to adapt the vision to the attitudes and values of the audience.

• Second, the leader highlights the intrinsic values of the vision, emphasizing how
the vision presents ideals worth pursuing.

• Third, a competent leader uses language that is motivating and uplifting to

articulate the vision.

• Finally, the leader uses inclusive language that enlists participation from others
SUMMARY
and builds community.

• A challenge for a leader is to carry out the difficult processes of implementing a

vision. To implement a vision, the leader needs to be a living model of the ideals
and values articulated in the vision.

• In addition, he or she must set high performance expectations for others, and
encourage and empower others to reach their goals.
 VISION VS MISSION

• Purpose: Mission and vision statements are closely related but

serve slightly different purposes. In general, a mission statement
describes the “what” and “how” of the company (sometimes also
including the “why”), while a vision statement focuses more on the
“why” or meaning behind the company’s actions. In short, a mission
statement can serve as a roadmap of strategic planning to work
toward the company’s vision statement.
 VISION VS MISSION

• Timeframe: The biggest difference between mission and

vision statements is in the timeframe. A mission statement
outlines all the things your company is doing in the present
to reach your goal, while a vision statement describes what
your company is building toward in the future.
 VISION VS MISSION

• Audience: The audiences for mission and vision statements can

vary widely. In general, mission statements are public-facing
statements primarily geared toward consumers. However, they
can also drive company policies for employees and offer a
sense of cohesiveness for daily decision-making.Vision
statements are typically more focused on employees of the
company (and other existing stakeholders or interested
investors) to help drive their work in the best direction for the
future.
 LEADERSHIP VISION

• Uniqueness: A vision statement should express the unique

strengths, values, culture, direction and beliefs of the leader
and company.

• Simple: The vision should be easy to share and

communicate at all levels of the company.

• Directive: A good vision statement should be able to guide

all aspects of the business, from hiring people to select
markets and developing products.

• Inspiring:Your vision statement should inspire workers to

overcome personal challenges and achieve their goals.
 LEADERSHIP VISION

• Future-oriented: A leadership vision statement should incorporate

future goals that can help you succeed, improve and grow an
organization. Leaders need to be aware of the current organizational
objectives as they focus on the future.

• Positive: A good leadership vision should communicate possibilities and

solutions to problems. This helps to promise success and a better
future for your organization.

• Inclusivity: A vision needs to convince everyone in the organization that

their work is valuable and appreciated. It's important to remind every
team member of their worth.

• Actionable: Action sustains a vision. When you develop a strong vision,

discuss it in all of the organization's presentations and conversations to
remind every team player about it.
PERSONAL VISION STATEMENT
 COMPONENTS OF A
PERSONAL VISION STATEMENT

• Short- and long-term goals: One of the key components of a

personal vision statement is your short and long-term goals.
Long-term goals relate to your overall professional
development, while your short-term goals can serve as steps
that help you get there.

• Values: Knowing tour personal values and principles may help

you determine how to achieve your goal.Values might include
honesty, creativity, loyalty, open-mindedness or community.

• Interests: Adding your interests or passions to your personal

statement can help remind you about the reasons behind your
goals. For example, your passion for helping others might
inspire you to set a long-term goal of becoming a firefighter or
nonprofit director.
 COMPONENTS OF A
PERSONAL VISION STATEMENT

• Skills: Include your skills in your personal vision statement

to help evaluate what your strengths are and what abilities
you might want to work on.

• Difference you hope to make: Consider ultimately the

value that you want to bring to your client, community or
even the world. Share this in your personal statement to
help convey to others what motivates you to pursue your
goals.
 PERSONAL VISION

• Identify your strengths

• List your skills: Write down the things you're good at, whether it's a school
subject, practical activity or soft skill, like teamwork.You can also choose
skills that represent your passions and the activities you enjoy to determine
options you may not have considered before.

• Identify your marketable skills: Narrow down your strengths to the ones
most important to the job market and the field you are interested in. Come
up with three to five strengths, some of which may complement each other.

• Make positive declarations of your abilities:View your skills as ways to make

improvements in your future role. When it comes to using your statement
to advance your career, approach the job market with positivity and
confidence in order to convince potential employers that you're the best
candidate for the job.
 PERSONAL VISION

• Reflect on your values

• Your values are linked to your attitude and professional approach. Determining
your core values is a key step in developing your career vision statement. Working
toward a long-term goal is easier if you really believe in its purpose.

• The following questions can guide you as you try to identify your core values:

• Is it important that your work gives back to society?

• Do you prioritize work-life balance?

• Are you motivated by inspiring others?

• Do you believe in taking responsibility for your own actions?

 PERSONAL VISION

• Get a different point of view

• To gain a wider perspective of your values, consider the following:

• Ask those who know you best: Close friends or family members can
identify what they think your values are. Since you interact with them
on a regular basis, they can tell what they believe matters to you, what
drives you and what makes you happy.

• Take an online values test: These tests provide you with information
about your personality and beliefs, both of which can help determine
your values. Answer the questions as honestly as you can, and the
results can show you what it is you truly value.
 PERSONAL VISION

• Evaluate your skills

• Another key stage in developing your vision statement is to decide

how your personal abilities and beliefs can solve problems. Identify
what potential issues you may encounter in your career and
determine how your skills and attributes make a positive impact.

• Take some time to think about your answers to these questions:

• What issues are you passionate about?

• Are there issues that your personal strengths are particularly well-suited
to tackling?

• Are there certain issues, like human rights or financial regulation, that fit
well with your core values?
 PERSONAL VISION

• Select your desired position

• After determining how your skills impact real-world problems, find a career path
that aligns with your goals. Follow these steps to help you narrow down your
options:

• Choose your field. Select the field you want to work in, such as medicine, finance
or law. At this stage, try to simply narrow your focus to a broad field of jobs.

• Pick the role. Decide on the job you ideally want to have in the field, such as a
doctor, bank manager or lawyer. Select a job you can realistically achieve within
the medium-term, such as the next four to six years, so you can have a goal with a
greater motivational impact on your day-to-day work.

• Set role-specific goals. Write down some of the things you hope to accomplish in
the role. This step may be asking yourself the question, “why do I want this
particular job?“
 PERSONAL VISION

• Write your vision statement

• Aim to keep the statement concise while giving enough detail to make it unique.
The statement can be written in two sentences, which helps keep it brief and to
the point. Here's a sentence-by-sentence breakdown to make the most of this
short, concise statement:

• First sentence: Simply state the field you want to work in or the specific job you
want to have. For instance, you may write that you want to be an insurance
broker for a large insurer or a mechanical engineer at a top company.

• Second sentence: Explain your reason for setting the career goal in your first
sentence. Perhaps you want to make improvements to how insurance policies are
sold to young people or develop new technology for the oil sector.
 USE OF A PERSONAL VISION
STATEMENT

• Review it every day: Write your statement on an index card, and keep it
in a prominent place you can see it often. If you work in an office, it
could be on your desk. Alternatively, you may choose to display the
card somewhere at home so you see it when you get up in the
morning or do work tasks from home.

• Let it guide your job search: Use your statement to keep your final goal
in mind when searching for new jobs. Choose your next step based on
what role gets you closer to your goal, and invest your energy in
applying for jobs that get you where you want to be.

• Include your vision statement in your resume: The best place to add
your career vision statement is to your objectives section. This
placement gives potential employers a clear idea of how your previous
education and work experience translates into your ambitions for the
future.
 EXAMPLES

• My career goal is to become a doctor working in a large

hospital. I've always wanted to help people live healthy lives
and cure illnesses.

• I want to work with young people in the community as a

social worker. My talent as an approachable person and my
strong commitment to justice have inspired me to assist
others who are less fortunate.

• My career goal is to become the CEO of a technology

company. I'm driven by technology's ability to affect global
communication and dedicated to providing technological
solutions to empower underrepresented populations.
QUESTIONS