Leadership - The vision
The vision
Definition
A dictionary definition is.
‘The ability or an instance of great perception, especially of future developments’.
In terms of trying to develop a ‘vision’ for the future of an organisation or personal use certain elements are common.
Creation
At some point in the future you want to create something.
Communication
Without this the vision remains an idea only seen in your own mind.
In general, for the leader good communication gives recognition to the vision, and the leader, eventually improving the level of influence.
Sharing
The rest of the organisation not only need to understand exactly what the vision is they must own it and buy into it.
Each of these elements alone is not enough.
If you are unable to promote your vision to the next level and get buy-in how will they in turn communicate it to others below them?
It’s a little like fishing, you can throw in the line but you still need to catch the fish.
Vision v mission statement
There is no doubt that there can be a lot of confusion between a ‘vision’ and a ‘mission statement’.
The mission statement from a project management [see Complete Project Management plus PRINCE2] viewpoint usually gives a summary view of what the project team is trying to achieve.
It usually looks at ‘what’, for ‘whom’ and ‘how’.
For example.
What do we do? e.g. build a hovercraft (product)
For whom do we do it? e.g. private individual use (customer)
How do we go about it? e.g. contract out design and manufacture (strategy)
From the above a simple agreed Mission Statement might be:
‘We intend to build a hovercraft for private use by contracting out the design and manufacture’.Having derived an agreed Mission Statement from the above, any decision making in the project should always meet with the Mission Statement.
In some areas the organisational ‘mission statement’ focuses on their values, for example, good customer service, rapid delivery, good staff relations, environmentally friendly etc. These sort of mission statements are unlikely to change for the lifetime of the company or board. They are often generated because it seems the right thing to do and many people only pay lip service to it.
The ‘vision’ is more than this.
It is where you wish to be at some time in the future within the framework of the organisational values.
It creates something that does not currently exist and is not the management of existing activities.
Vision comes from leaders and not managers.
It is likely to change.
The vision may be for 1 year, 3 year or any period but it will not stand still.
Once you get near to the horizon of your vision period you will need to think about the next 1 year, 3 year etc.
This is very similar to horizon planning which is discusses in more detail in ‘The Complete Risk management package’.
Where a vision is ‘old’ or non existent the management practices are likely to stagnate and even move backwards.
A vision requires some management flexibility to achieve it.
Change management
The vision comes into play here in two ways.
If you promote a vision it will mean change in some fashion.
On the other hand, if you intend to make change (projects, staffing issues, mergers, relocation etc.) it will not succeed smoothly without a vision. People will need to experience what you see through your eyes and buy-in to the end result.
At the end of the day people want to know ‘what is in it for me’, ‘what is the benefit’. This applies equally to personal issues.
Area and level
A vision is not just designed to move nations and organisations they can be generated at any level and within broad boundaries.
The main areas will be personal and organisational.
Within these you could have personal relationships and for the organisation you can go to managerial level.
You could go down to team level.
What ever level you go to your vision must match the vision at the upper levels otherwise conflict and inefficiency will result.
When thinking about a vision you may wish to consider.
Your own vision
This should be at the top of your list because if everyone else’s vision and your company work vision doesn’t fit in with yours you are likely to be unhappy at best and stressed at worst.
You may need to change, for example, work for yourself instead of another.
Personal relations
In terms of your own well being these are probably the next important for family and friends.
Work related
These would cover the areas referred to above, for example, organisation, management, team level etc.
If there is any conflict with your own personal vision you have a few choices.
- Modify your vision.
- Modify the other vision (if you have the power and influence)
- Accept the difference and the consequences.
You may need to choose an area on which to focus.
Time and process
You will not create any visions unless you give yourself time.
If you feel pressured and can never find the time for strategic thinking you have some other management issues to resolve.
Firstly, sort out your time management.
This is covered in much more detail in ‘The Complete Time management package’.
Secondly, adopt a process to reach your vision and deliver it.
In terms of time management some key issues will be.
- Personal time management.
- Desk management.
- Correct use of an assistant.
- Delegation skills etc.
It is usually considered that a lot less than 5% of management time is given to strategic thinking.