So…to summarize. A clear and compelling vision has the following characteristics:
V: Value
I: Inspirational
S: Strategy
I: Intentional
O: Oneness
N: Niche
And…moving on with my paper:
PERISH
In as much as a good vision statement can drive change in an organization, the ambiguity caused when the vision is lacking can be incredibly detrimental. Following are six reasons to avoid the chaos of a poorly defined, or nonexistent, vision. Each coincides with the letters in the word “perish.”
Perplexity
Without a sense of where an organization is headed, individuals grow increasingly perplexed, frustrated and confused. A lack of trust in leadership can develop and individuals begin making their own decisions based on what they believe is in their best interest, giving no regard to the greater good or the bigger picture. Individuals desire order and purpose, but “without a shared sense of direction, interdependent people can end up in constant conflict” (Kotter, 1996, p. 70). By providing even a basic framework for where things are heading, a clear vision takes away the perplexing questions and ambiguity.
Exit
Without a clear vision, critical team players may often face thoughts of planning their exit from the organization. It is very hard for individuals to continue their day-to-day tasks, which may be mundane, without understanding where they are headed. Even if it is not possible to understand all the “whys” associated with their position, leaders must help their employees see their part in the bigger picture.
Leaders should consider the strengths and weaknesses of their teams and design strategies based on the vision that will utilize the knowledge and skills of their employees. To lessen turnover during any change effort, leaders must “build synergistic relationships with their employees, which stimulate them to achieve personal and organizational excellence” (Gilley, Boughton and Maycunich, 1999, p. 170).
[Gilley, J., Boughton, N., & Maycunich, A. (1999). The performance challenge. New York: Persus Books.]
[Kotter, J. (1996). Leading change. Boston: Harvard Business School Press.]
