Shared Vision

Graphics courtesy of UC SolutionOpens in new window

In addition to providing a picture of the future, a visionOpens in new window inspires people to work to make it come true. It motivates people to join the campaign to realize the desired vision.

A leader’s efforts to develop a shared vision have been described as bonding:

If an organization’s employees have a shared vision, there is a commitment to change. Thus, the concerted efforts of members of an organization increases the possibilities of the vision’s accomplishment.

It is not unusual for some leaders to begin the vision development process on their own while in other situations leaders use a more collaborative process.

In either case, whether the vision begins with a leader’s personal concept or a group’s consensual image of an organization picture of the future, it is important that there be a sense of ownership of the vision. A vision needs to be shared by those who will be involved in its realization.

Leaders who develop a shared vision with their employees create common ground that serves to facilitate or promote action toward the realization of their vision.

Although they may begin with a personal vision to forge a shared vision with their employees, the leader’s communication of the vision is such that it attracts others to join in the endeavor to attain it.

Leaders not only must have a vision of their organization but also the skills to communicate that vision to others, in developing a shared one. They invite and encourage others to participate in determining and developing this shared vision.

The process promotes collegial and collaborative relationships. Although the process needed for developing a shared vision may be time consuming, the resulting shared commitment to the realization of the vision is the reward for the time and energy invested in such a collaborative process. The steps for such a process is discussed in the following section.

Developing a Shared Vision

There are various approaches that have been suggested for the actual development of a shared vision that then is expressed in a vision statement. Four steps facilitate the conceptualization of vision and lead to its becoming a vision statement.

1.     Know your organization.

During the initial phase of formulating a vision, it is important that leaders learn/know everything about the organization as it currently exists. This corresponds to one scholar’s concept of organizational vision:

This simply reinforces the fact that organizational visions involve a systems perspective to determine the components of an organization and how they are interrelated.

It has been suggested that the basic nature of an organization can be defined by determining its present purpose and its value to society. Knowing what an organization is about and the reason for its existence is the first step in developing a vision statement. Knowing the collective understanding of an organization is the second step and includes the participation of stakeholders.

2.     Involve critical individuals/groups.

The individuals or groups identified as stakeholders (e.g., employees, shareholders, vendors, customers) include those that are the most critical, both inside and outside, to an organization.

Leaders should consider the major expectations or interests of these critical stakeholders as well as any threats or opportunities that may originate from these groups or individuals.

The involvement of critical individuals often presents challenges to the development of a shared vision. It has been suggested that having the participants write their ideas before a meeting; identify consensus statements at the meeting.

Leaders should remember that consensus is the absence of serious disagreement, not total agreement with everything. Aside from describing the organization and discussing its purpose, the group participates in discussing the factors that could impact the organization’s effort to bring the vision to fruition.

3.     Explore the possibilities

Leaders should spend significant time considering future developments and trends that may influence or impact an organization. Leaders can best do this by simply seeking answers to the question “What possible changes in social, economic, political, or technical areas will impact our organization?”

The exploration of possible futures can be encouraged with the provision of regular scenario planningOpens in new window and forecasting concerning future trends. Another strategy that can assist leaders and other organizational members to speculate about the future is to view and discuss projected trends.

3.     Put in writing

The final step is writing a clear and concise vision statement. This step uses all the information gathered and discussed, the descriptions of the organization, as well as the predictions of future developments and trends that will impact the organization. It flows from the discussion of the most probable future of the organization.

Leaders can use statements where the stakeholders have come to some consensus to begin writing the vision statement, getting one “last set of reactions,” and having various participants determine its final form.

This final step is the result of much discussion by those involved and aside from “distilling” the issues discussed, it focuses the group’s attention to what they agreed upon and their united vision for their organization.

4.     Cultivate vision ambassadors.

In the process of developing and bringing to fruition a shared vision, leaders must recognize that they can’t be everywhere at once. To help their organization and the vision expand effectively, leaders need to surround themselves with people (e.g., stakeholders) who have a connection to the vision the most.

Vision ambassadors are often employees who have ended up relating to and believing what the leader and vision was all about and doing. The vision ambassadors are already valued members of the organization, but in addition to their regular job functions their responsibilities also include cultivating buy-in and enthusiasm when leaders can’t do it themselves.

They are there to help find and address anything the leader may not have been able to foresee, like growing pains among different parts of the organization or confusion, for example about tasks and roles.

Creating a shared vision requires that leaders build a strong foundation and framework. They must provide both real and perceived stability without coming across as too regimented, scripted, or prescriptive. It also requires them to value the cultivation and sharing of new ideas.

An obvious outcome of developing a shared vision is a vision statement.

There is nothing wrong with vision statements. They have their place in the organizational structure. However, vision statements do not necessarily translate into action. Without action, an organization has a nicely framed statement on the wall but no forward motion.