Is a Vision Statement Really Necessary?

In today’s hectic, urgent global marketplace, we may be tempted to short cut development of our organization’s strategic plan. If anything, the “noise” created by our competitors can attract even the most loyal clients and customers, making clear focus more important than ever. The power of an organization’s Vision Statement goes beyond the statement itself. Indeed, the process of creating the Vision Statement is as important and valuable as the final written statement itself, getting all participants agreeing on and owning a unified path. An organizational vision defines a clear picture of the ideal, future organization. It is communicated in a Vision Statement that defines and clarifies the future “end state,” not just for organizational performance, but for people and organizational culture. In the absence of a clear picture of the future organization, leadership can easily end up dealing with significant negative impacts such as: rampant employee dissatisfaction, inefficient processes, slow or cumbersome decision making, and an organizational culture of malaise. Leaders often resort to creating their own visions. In the absence of a clear vision, employees–especially your best employees—are left to their own devices to create their own sense of direction for the organization and for their roles in fulfilling their versions of the ultimate goals, objectives and strategic direction. With varying ideas for the future organization from key leaders; processes can suffer, improvement efforts can flounder, morale often declines, and innovation invariably suffers. Even though individual group vision statements may seem to help the performance of the individual work unit, clear direction and vision from the top would reduce the inherent conflicts, voids, overlaps, and redundancies that result from not having or not communicating a clear vision. To avoid this disjointed performance that often results in finger pointing and negative morale, a Vision Check might be just what you need.

Can Vision Really Drive Organizational Performance?

• It sets the direction and becomes the foundation for organizational strategy. From setting the vision, the organization then defines or refines mission, strategy, goals, tactics, etc.
• It provides purpose when things get tough. It acts as a regular reminder of the organization’s vitally important purpose.
• It forges a clear sense of purpose throughout the organization, supporting organizational alignment and improving morale. Employee development and organizational development strategies and cultural change management plans best evolve from a clearly defined and agreed organizational vision.
• It boosts morale and helps you keep the best employees. Without a clear vision to buy into, your organization is at great risk of losing its best employees. In interviewing prospective employees in relation to their past work experiences, they often indicate that the thing that could have kept them at the organization revolve around communication and understanding of: What is the future state we are aiming for? How does my current work (and its frustrations) fit into the big picture? What is my role in accomplishing the big picture?

Communicating Vision and Making it Stick

Can a clear Vision Statement really bring about the advantages outlined above? It can, but it is not a silver bullet. How can an organization gain the most advantage from vision?

• Use an efficient, participative process so that buy in is genuine. There are a number of techniques for developing a consensus-driven, persuasive, and realistic vision.
• In developing the vision and after it has been created, leadership must demonstrate that they have bought into it and walk the talk and use it to drive strategic change through all levels of the organization.
• Advertise the vision. Communicate it regularly in every meeting. One successful, complex global company has its vision posted on walls throughout their buildings and through all their social media outlets. It is alluded to in quarterly performance reviews, coaching sessions, planning meetings, and training sessions. It frames almost every meeting and discussion.
• Don’t expect the workforce to believe the vision at first. Keep up the communication and look for creative ways to reinforce it.

The vision is a starting point. Formulating strategy, goals, plans, and performance measures are important next steps from this very important foundation.