What Are We Doing for Our Vision Today? Five Factors and Five Questions That Keep a Vision Alive

In the earlier pieces of this series we went through the mistakes made when creating a vision, one by one. Don't let them discourage you. On the contrary, being aware of a mistake brings the way to prevent it along with it.

In the last piece of the series I want to leave you with two things. First, the five factors I have always seen behind visions that stay alive. Then, five questions you can use before you sit down to draft your vision, after you write it to check it, and perhaps once a year to look at it again.

Five factors that keep a vision alive

The journey of turning vision into organizational success is as hard as it is exciting. Throughout my working life I looked carefully at which factors really determine success, and I noticed the same few elements behind it every time.

First, clarity and inclusiveness. Visions that people can easily understand, connect with, and get excited about create real change. Building a vision that is clear, simple, and touches people is the first and indispensable step.

Second, leadership style. Behind successful transformations I always saw the same leadership trait: sincerity and openness. It makes a big difference when leaders are not only inspiring but approachable, and in constant contact with their people. Employees sense very clearly whether their leaders truly believe in the vision. When they see that they do, and that they are committed to it, trust and commitment across the organization rise quickly.

Third, consistent execution and resource allocation. However inspiring a vision is, it cannot succeed without the systems, processes, and resources to support it. What the companies that succeed have in common is that everything, from performance reviews to budget allocation, is arranged to support the vision.

Fourth, continuous communication and dialogue. In successful transformations, organizations don't stop at explaining the vision. They listen to people's views, concerns, and suggestions about it and turn the process into a living dialogue. Participation lowers resistance and makes the vision easier to internalize.

Fifth, cultural integration. When the vision is embraced at every level, built into daily practice, and turned into norms of behavior, the transformation lasts.

These five factors look simple on paper. The hard part is keeping all five standing at once, for years. That takes questions you come back to regularly.

Five questions to test a vision

1. “Why do we exist, and where do we want to get to?” This question joins your founding purpose with your future goal. It reminds you why you exist and lets you describe where that will lead. Is your vision connected to, and consistent with, your reason for being?

2. “When this vision comes true, what will our customers and stakeholders gain?” Look from the point of view of your stakeholders: customers, suppliers, society. Does your vision describe a concrete improvement in their lives, an increase in value? If the vision isn't meaningful to the customer, it is well worth rethinking. In the second piece of the series we talked about the cost of a vision that forgets the customer.

3. “Will our people be proud of this vision and motivated by it?” A vision that doesn't touch the team's heart stays on paper. An employee reading the vision should be able to say, “Yes, I want to be part of this.” Answer this question honestly; if you're not sure, ask your people.

4. “Does our vision show the big picture, or is it drowning in detail?” Remember that the vision is a compass. Strategic details and numerical targets don't belong in this sentence. If there is too much detail, take it out of the vision and move it into sub-goals. The vision should show the state you want to reach in a frame that is clear but broad.

5. “Is our vision aligned with our mission, our values, and our strategy?” As a final check, put the vision statement next to your mission and values. If you see a contradiction, something is wrong. The vision should be a natural extension of who you are today; an ambitious extension, but an extension all the same. Otherwise its credibility stays weak.

These questions work like a check-up and keep you from going off the rails while designing a vision. Discussing them together, especially in a team brainstorm, helps everyone form the same picture in their heads.

Look at your vision once more

Between having a big vision and turning it into organizational success there is a bridge, and that bridge can be full of mistakes and obstacles. In this series we walked through those mistakes: we saw why it is essential to avoid clichés, bring the team into the heart of the work, hear the customer's voice, keep the balance, and make the concepts clear.

Perhaps you recognized yourself in some of the mistakes; perhaps memories came back of times you thought, “we've been through this.” That is completely normal; every leader runs into mistakes while learning. What matters is turning these insights into action.

Now look at your own organization's vision once more. Seen from the perspective of this series, do you see anything you could improve? Perhaps it is time to update your vision statement, or to share it more strongly with the team.

A vision doesn't only point the way; it also inspires. And under the right conditions, inspiration strengthens commitment, feeds innovation, and gives people strength in the face of difficulty. There will be uncertainty, and you will meet resistance. But with a solid vision and a team that truly believes in it, those obstacles can be overcome.

The question to ask every day

Ask yourself and your team this question:

What are we doing for our vision today?

When you can give a meaningful answer to that question every day, you are building the future from today.

Big visions become real through small steps. A small step you take today, such as an open conversation about the vision with your team or a revision that refreshes it, can make a big difference tomorrow in the company's culture and results.

It is time to roll up your sleeves so that your vision becomes a living reality rather than words hanging in a frame. Carry that picture into the future with the people you work with, so that years from now you can look back on a story and say, “We really did this.” The future belongs to those who can see it from today.