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Tools for Building Vision
This article is drawn from the work of Robert Gass, faculty for The Art of Leadership.
Vision is:
- a compelling image of the future
- a credible and attractive view of what's possible for an organization
- an organizing and unifying guide to what the organization wants to become
- an inspirational focal point for the spirit of the organization and those who work there
Often in an organization, the founder/leaders knows the vision - and so it can be hard for them to understand that the rest of the staff and board don't get it in the same way they do. Having a vision that is shared by everyone involved is key - creating an experience of unity, raising commitment and energy, and creating shared understanding and ownership over direction.
Much visioning work fails to achieve its potential, due to poor facilitation, lack of understanding or commitment to the process, or lack of follow-through.
The following is a brief outline of tools for building vision. For a much more detailed exploration of this topic, please see Built to Last, by Collins and Pouras.
Future Travel Exercises to try:
-write a magazine or newspaper article about the future
-do some guided imagery, on an imaginary trip into the future, where the vision is a reality. What do you see, hear, and feel?
-imagine you are in the future, when the vision has become real, and speak of it in the present tense
What is a "10"?
Spend some time thinking about what a perfect score would look like, if you were to rate your organization's performance on a scale of 1 to 10. The purpose is to spend some time thinking about what is possible - rather than focusing on the obstacles in your way!
Gather Information from Stakeholders
This can be done through interviews, focus groups, or questionnaires and surveys. It will give you a better idea of how you are perceived by those invested in your work, and what is required and desired from you.
Gather Data from the External World
This can be in the forms listed above, or by hiring consultants, or by convening a group of "friendly experts" to critique your thinking. Use the information you gather to sharpen your vision for yourself.
Remember: A good vision is worth committing your time and life force to. It gives you energy to do the day-to-day work, and it inspires others when they hear you talk about it.
- a compelling image of the future
- a credible and attractive view of what's possible for an organization
- an organizing and unifying guide to what the organization wants to become
- an inspirational focal point for the spirit of the organization and those who work there
Often in an organization, the founder/leaders knows the vision - and so it can be hard for them to understand that the rest of the staff and board don't get it in the same way they do. Having a vision that is shared by everyone involved is key - creating an experience of unity, raising commitment and energy, and creating shared understanding and ownership over direction.
Much visioning work fails to achieve its potential, due to poor facilitation, lack of understanding or commitment to the process, or lack of follow-through.
The following is a brief outline of tools for building vision. For a much more detailed exploration of this topic, please see Built to Last, by Collins and Pouras.
Future Travel Exercises to try:
-write a magazine or newspaper article about the future
-do some guided imagery, on an imaginary trip into the future, where the vision is a reality. What do you see, hear, and feel?
-imagine you are in the future, when the vision has become real, and speak of it in the present tense
What is a "10"?
Spend some time thinking about what a perfect score would look like, if you were to rate your organization's performance on a scale of 1 to 10. The purpose is to spend some time thinking about what is possible - rather than focusing on the obstacles in your way!
Gather Information from Stakeholders
This can be done through interviews, focus groups, or questionnaires and surveys. It will give you a better idea of how you are perceived by those invested in your work, and what is required and desired from you.
Gather Data from the External World
This can be in the forms listed above, or by hiring consultants, or by convening a group of "friendly experts" to critique your thinking. Use the information you gather to sharpen your vision for yourself.
Remember: A good vision is worth committing your time and life force to. It gives you energy to do the day-to-day work, and it inspires others when they hear you talk about it.
