In a rapidly evolving business landscape, the need for compelling corporate visions is more critical than ever. These visions serve as the lighthouse that guides a company through the choppy waters of change, providing a beacon for the entire organization to follow. However, crafting an authentic, impactful vision is easier said than done. Many Vision Makers find themselves grappling with simple yet destructive hurdles when it comes to painting a picture of their corporate purpose. Let’s delve into why crafting a compelling vision is so elusive and how Vision Makers can navigate these Vision Limitations.

The Vision Limitations 

Lack of Clarity: Ambiguity or vagueness can wreak havoc on a vision. When a vision is not immediately recognized and explicit, it becomes difficult to rally the troops behind the vision.

Short-Term Focus: Many Vision Makers are plagued by the immediate concerns of the day-to-day operations, making it difficult to invest in a long-term vision.

Complexity: Overcomplicating the vision can make it less relatable and difficult to implement.

Inconsistency: Inconsistency between the vision and company actions or existing frameworks can undermine the credibility of the Vision Maker and a Vision. 

Uninspiring Language: A vision couched in corporate jargon or complex terminology lacks the emotional punch needed to inspire teams.

Let’s examine a common Vision of businesses through the lens of the 5 limits espoused above.

 “We are committed to the satisfaction of every customer we serve.” 

The Clarity Conundrum

One of the most prevalent Vision Limitations is a lack of clarity. CEOs can sometimes mistake vagueness for vision, mistakenly thinking that a high-level, ambiguous statement will cover all bases. Unfortunately, this lack of specificity often does more harm than good. When the vision is unclear, it leaves room for interpretation, and while it may sound “smooth” it lacks authenticity. 

In our example, we already know that this Vision is consumer-centric and so we should look to expand it. For more on that subject see the blog post Writing a Compelling Profitable Vision. But what do the words committed and satisfaction mean? Do you feel attached or attracted to the statement?  How is the customer going to be satisfied? If I am a customer, shouldn’t I already feel satisfaction when transacting business with you? What are you offering me? This vision lacks clarity and is too vague.

To overcome this limitation, Vision Makers should articulate their vision with simplicity and clarity on a value, not just an action or what you do. Every member of the organization should be able to understand and recite the value and believe in it. If your vision can’t be explained in a sentence or two, it may need revisiting.

The Trap of Short-Term Focus

In the hustle and bustle of daily operations, it’s easy for CEOs to fall into the trap of focusing on immediate concerns. While short-term goals are essential, they shouldn’t overshadow the long-term vision. A compelling vision requires a long-range perspective that can motivate employees to transcend the limitations of their day-to-day tasks.

In our example the Vision is very transactional, not heart centered, and so it will receive a transactional response by the public. Expect the public to be expecting the service, but not attached to the Company that is delivering it. Expand this vision from the Consumer transaction to a Value that the Company holds.  As a starting point I would ask the Company in collaboration, why should the customer expect satisfaction? Maybe the Company espouses that the customer, and anyone that interacts with it, should have a safe comfortable space to resolve problems or issues rather than a transactional fight. 

To counteract the limitation of short term focus, allocate dedicated time for vision planning and brainstorming, asking what is the bigger purpose here. What is the value you and others want to promote?

The Complexity Cliff

Less is more when it comes to crafting a vision. CEOs often err on the side of complexity, piling on objectives, key performance indicators, and conditional statements. This complexity can bog down the vision, making it less relatable and harder to implement.

In our example we do not suffer from complexity, but the opposite, lack of clarity and vagueness. Often to demonstrate more ways the company shows its commitment to the vision, it piles more examples onto a vision adding a phrase like  “We are committed to the 100% satisfaction of every customer we serve, through a 10 point system of quality assurance.”  Keep the vision simple.

Simplifying the vision can make it more palatable and actionable. Try to focus on the core principles that are most crucial to the organization’s purpose in business and the world.

The Inconsistency Issue

A vision is not just a statement but a commitment to a future reality. Inconsistency between the vision and a Vision Maker’s actions or the organization’s current practices can be a vision killer. The credibility of the vision and the Vision Maker hinges on consistent behavior and decisions that align with the stated vision.

In our example, imagine the fallout of an unhappy customer on social media making a mockery of a poor customer service experience. Your company needs to tie all employee actions, decisions, and SOPs to the Vision.

Nordstrom made the above vision example into reality. It promised satisfied customers, and to back it up with a policy that employees had the authority to credit customers for any reason. One story told of a credit offered to a customer who returned tires, that were not even purchased at Nordstrom. I do not advocate your company evaluate this policy, or the decision of the employee, but rather the commitment to the vision, which contributed to profitability for many years.

To overcome this limit, Vision Makers must be vigilant about aligning their actions and decisions with the vision. If a new strategy or decision does not align with the vision, it may be time to reassess either the action or the vision itself.

The Power of Language

Language can be a double-edged sword. While a well-articulated vision can inspire, a poorly constructed one can demotivate. Vision Makers should be wary of leaning too heavily on corporate jargon or uninspiring language. A compelling vision should stir emotions and inspire action.

Choosing words that resonate with the organization’s culture and values can make the vision more impactful. Remember, you’re not just communicating a strategy; you’re telling a story that your team will want to be a part of.

Conclusion

The challenges that Vision Makers face when crafting a vision are numerous and often complex. However, by understanding and addressing Vision Limitations, they can navigate these challenges more effectively. A compelling vision serves not just as a roadmap but also as a source of inspiration and unity for the entire organization. When done right, it can be the catalyst for transformative change, driving the organization toward unparalleled success.

In our next blog, we will tackle some of the ways you can overcome the vision killer in you and others, and create the compelling vision that causes your business to flourish.