In these writings we are looking at the inputs that a leader needs so that his or her work can begin. We started with a mission, and in this one article we continue with the second element: the vision.
What is a vision?
A vision is an image of our general desired future outcome. It is a result that we select as one that will help us realise our mission. Therefore, it is a little more concrete or specific, and defines our course a little more. Being a bit different in nature (and often possible to illustrate in a form of a visual presentation), it is used as a tool that helps us to be utmost clear in communicating our common pursuit.
Returning to our case of establishing an educational institution, a mission can be to educate and empower youth with knowledge. Now we want to upgrade this and be a little more precise. So, we decide that we want to give youngsters a wide range of knowledge that will foster the development of all five intelligences: general, social, emotional, moral, and spiritual intelligence. So now, in making any decisions that define our program, we will know to make sure that a program made is wide so it fosters all five human intelligences.
A vision is and always must be closely related to a mission, acting as its reflection. In this relation, a mission addresses a contribution we will make for someone and a role we will play in society, and is from that perspective the number one component to drive loyalty and commitment to a cause. Vision on the other hand, giving us a more concrete picture, will align us: not only towards making a same contribution, but also towards making that contribution in the same way.
Who creates the vision?
A mission is hidden in emotions. It is not that much created as felt, spotted, and then articulated. A vision is created. But by whom?
In a traditional sense an answer is of course a leader. In a transactional relationship, a leader pays and decides. And workers are making boss’s vision a reality. But a modern follower is not a passive figure, but an active one. Following is not connected to following a leader anymore, but rather to following a vision. In a world of empowered people and more equal partners, a vision needs to be shared. That means either adapted with feedback or build together in the first place.
This is a new rule that comes with a democratic world and a democratic society, that we still haven’t really mastered. We still tend to see vision as an object strongly related to a leader, but practice shows us every day over and over that this approach to it just carries many shortcomings. Many would steer away from a challenge of trying to join together a group of free and empowered people under the same vision, but for me this is the one most distinctive challenge that defines a democratic leader.
Addendum: Let’s just steer away from grand visions.
Many leaders that come into their role feel a responsibility or an opportunity to present a grandiose vision. A habit that I relate mainly to various stories of heroic historical figures that “changed the world”.
There was an example about two months ago in a nearby hospital. A new leader was appointed and presented that great future for this institution. How it will rise, how it will upgrade itself to a new status, and so on. This in an institution that struggles with basic elements. There are many conflicts within the staff, many organisational elements are undefined, and an institution just plainly struggles with basics.
That leader wants to build his legacy, but totally neglects his very basic role. If you are leaders, please don’t try to overdeliver. Don’t chase the unimaginable. You’ve got a role to play in your organisation. This nearby hospital should, more than anything else, become a “normal working place”. A place where you don’t need to sacrifice your personal life to be able to work. A place where you work a normal schedule instead of always working extra hours. A place where you can do your work and afterwards have time for family and hobbies as well.
A world does not need any new Alexanders of Macedon and Luises of France, but just simply good leaders.
Conclusion
A vision is a next element in defining organisation’s identity and its direction for future development. it is a more concrete result that we chose to create in order to realise out mission. Leader’s task is to communicate and share it among members of an organisation to create an alignment of decisions and actions, that today’s empowered followers will take.
Paradim 