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How to Create a 20/20 Business Vision and Why it Matters

Written by: Roxanne Emmerich

Article Overview: The turning point for a vision is when everyone sees it, gets it, and buys into participating to make it happen…built your vision…make that dream a reality.

How to Create a 20/20 Business Vision and Why it Matters

At some point in his or her career, every politician gets tarred with a catch phrase--and usually not a flattering one.

George Bush, Sr. is stuck with two. There was "Read my lips, no new taxes," of course. But only slightly less unfortunate was his dismissal of what he called, "The 'vision thing.'"

He was trying at the time to shake the impression that he was a competent day-to-day manager but he lacked any grander vision of where he wanted to lead the country. His choice of words and tone of voice didn't exactly help.

John F. Kennedy had a vision: "A man on the moon before the end of the decade." And it inspired the seemingly impossible. We had about 15 percent of the needed know-how when he made that declaration.

Bill Gates had a vision that there would be a computer on every desk in America. And this was back when most people didn't even know what a computer was!

Why vision matters

I once had a CEO look me straight in the eye and say he didn't really "go for" visions. "I put my energy into training," he said.

But training for what? I wondered. You do training without a vision, you're all gas pedal and no windshield.

A study at the Sloan School of Management showed that leaders who create, communicate, and implement successful organizational visions were more successful in EVERY measure than those who did not.

Three elements of a truly GREAT vision

Powerful, effective, propelling visions all have three things in common:

1. Short, simple and strong. Shorter is stronger. Take a given sentence and ask which words are pulling their weight and which can take a hike. Change vague expressions like "high-quality" and "world-class" into specific, powerful language that reflects your values. Simpler is also better. Use words a fourth grader could understand.

2. Visual. A statement that doesn't create a powerful visual image of the future isn't a vision. It doesn't give people anything to keep in their mind's eye while they work. You need a landmark on the horizon or you're driving blind.

3. Of service to others. Make sure your vision statement reflects an intense, focused drive to serve the needs of your customers, not just to "satisfy."

The human spirit will not invest in mediocrity. That's why a vision always starts with a bold and audacious idea. A vision statement is nothing less than an invitation for others to invest in your dreams and a promise to do the same in return. By following these simple rules, you can create the kind of vision that has been proven to power companies beyond what was ever thought possible.

Vision doesn't stop at the top

Once you've got your vision defined--your clear, concise, powerful, visual, service-oriented vision--don't put it in the drawer. Pour it all over your company. Let it seep into every nook and cranny of everything your company does. Put it on the lips and in the hearts of your workforce or it will never find its way into the wider world.

The turning point for a vision is when everyone sees it, gets it, and buys into participating to make it happen. And if you've built your vision around a bold and audacious idea, a ludicrous, unreasonable, captivating idea--like, oh, I don't know, going to the moon--people will throw their hearts over the bar with you to make that unreasonable dream a reality.

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Article Tags: bill gates, catch phrase, ceo, choice of words, decade, expressions, george bush, george bush sr, great vision, john f kennedy, lips, man on the moon, organizational visions, politician, school of management, sloan school of management, three elements, tone of voice, vision thing, windshield



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My entry - 1. The Best Business Books Ever: The 100 Most Influential Business Books You'll Never Have Time to Read - this is a fascinating book about the history of Business theory, and I'd recommend it to anybody. 2. The Big Book of Small Business: You Don't Have to Run Your Business by the Seat of Your Pants, by Tom Gegax. Ditto. 3. PADI: The Business of Diving Book Okay, so this book won't be of use to anyone who doesn't want to start a scuba store, but I did, and this book was of course invaluable to me in reaching that goal.
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Exclusive: Interview with Results - Hi Forum Members, I'm helping start up a Business Coaching and Consulting company here in Toronto, Ontario, Canada (a Subsidiary of RSC Business in Los Angeles). As a Research and Development Intern I am required to practice my listening and interview skills by surveying Small and Medium Businesses on thier Business. This Survey is designed by RSC Business to also assist the Business being interviewed more insight into their own business. I am looking to interview about 30 businesses across North America over the span of 3 months. At the end of these interviews I will be publishing a report of the results and they will be made available for free to the Interviewees. The Report data will include responses from a minimum of 100 interviews. I would like to extend this opportunity to members of the Forum. If you would like to have this short 20-30 minute interview conducted on your Business and you reside in North America please send me an email or PM. Please contact me at andy[at]jvprosperity[dot]com to arrange our interview and to get free access to the results when they are published.
Rich Schefren on Business Systems Video - Bigjim, 1. Create a systemized business 2. build accountability into your team 3. document your processes


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