Vision; simply defined it is the art of seeing or processing information through the eyes. But at a deeper level, true vision involves more than just the physical process of sight. When certain human beings are described as “visionaries” we often think of those who imagined a radically different future and then took steps to turn their dreams into reality. People such as Thomas Edison, Albert Einstein, Walt Disney, Martin Luther King, Jr., Mother Teresa, and Bill Gates are just a few who come to mind. The vision of these individuals and others like them have kept our society moving forward; for better and for worse, in some cases. In the same way, organizations require clear visions in order to keep pace with changing customer needs and advancing technology while also remaining a viable competitor in the marketplace.
The problem, however, is that many organizations, like many individuals, have not mastered the art of developing vision that encompasses a full 360-degree spectrum. Most of us probably know folks who are continually looking behind them, either out of fear or nostalgia for the past. Likewise, organizations that possess a rear facing vision, whether out of the constant, paranoid concern to determine which competitor is gaining ground or in simply celebrating the accomplishments of the past will probably not be able to effectively develop the innovations needed to steer the company in a positive future direction.
Downward vision is another problem in both the human and corporate realms. Most of us have probably encountered people who seem to get a boost by looking down on others out of a sense of smug superiority. The trouble is, however, that people caught in the “I’m so much better than you are” mentality may be spending too much time gloating and not enough time growing. Organizations as well who feel that they are “too big to fail” or “too good to falter” are wasting valuable energy patting themselves on the back that could be put to better use in looking forward to determine what products and services will be most critical in the years to come. Another type of downward vision that is just as damaging is that of the, “Woe is me! I’m so unworthy!” variety. We all have probably known people whose low self-esteem and perpetual negativity cause them to walk around with heads pointed to the ground in self-loathing and shame. Needless to say, this type of downcast vision is just as unhealthy for organizations as well. Companies that cannot stop dwelling on their shortcomings and failures are probably not going to be the most promising candidates for marching boldly into the future.
Frustrations can also abound when we are forced to deal with associates who are guilty either of “tunnel vision”, the unfortunate tendency to become fixated upon a single idea with an unwavering tenacity that cannot be influenced even by the clearest evidence imaginable or with “rubber-necked” individuals who vision is constantly shifting in every direction, easily distracted and unable to focus. Managing to strike the balance between stubborn inflexibility and the easily diverted attention spans of four-year-olds in “Toys-R-Us” is the key to effectiveness for both personal and corporate visions.
Unfortunately, however, many corporate vision statements lack the clarity and vivid imagery needed to resonate with associates and motivate them toward concrete actions. Too many vision statements are rambling and buzzword laden; becoming objects of ridicule among corporate employees rather than sources of inspiration. In his blog, Management Is a Contact Sport, Jason Downs sums up the purpose of the vision statement quite well when he writes, “The purpose of a vision statement is to provide direction…Pare what it is you do down to its essential meaning. Cut away all the crap – but most importantly: look forward.”
Anna McGowan and Jan Sykes offer a compilation of effective corporate vision statements. The most striking factor about many of these is their brevity. Using a memorable catch phrase to capture and clearly illustrate the organization’s goals for its future would seem to be the essence of what vision statements are really all about. Microsoft’s vision is a prime example: “A personal computer in every home running Microsoft software.” It is clear, to the point, memorable and not bogged down in corporate speak” or “weasel words.” Or McGowan and Sykes’ citation of Coca-Cola’s vision statement, which is a bit longer, but no less clear:
Being a great place to work where people are inspired to be the best they can be
Being a responsible corporate citizen that makes a difference
Bringing to the world a portfolio of beverage brands that anticipate and satisfy people’s desires and needs
Nurturing a winning network of partners and building mutual loyalty
Maximizing return to shareholders while being mindful of our overall responsibilities
A well designed vision is important for providing organizations and their associates with a visible reminder of the desired end goal. Even more important however, are the actual steps that organizations take in moving toward the identified vision. For example, the vision statement of British Petroleum, best known for the disastrous Gulf oil spill reads in part: “We are committed to the safety and development of our people and the communities and societies in which we operate. We aim for no accidents, no harm to people and no damage to the environment…We deliver on our promises through continuous improvement and safe, reliable operations.” Clearly then, when it comes to company vision, actions do speak more loudly than words.
References:
Downs, J. (2008). Yes, we can. Does your company have a vision statement? Does it need one? Management Is a Contact Sport. http://managementisacontactsport.wordpress.com/tag/vision-statements/
Farfan, B. (n.d.). The BP mission statement includes “No harm” or damage to people or environments retrieved from http://retailindustry.about.com/od/retailbestpractices/ig/Company-Mission-Statements/BP-Values-and-Mission-Statement.htm on February 27, 2011.
McGowan, A. & Sykes, J. (n. d.). Vision statement definitions and examples retrieved from http://units.sla.org/division/dbio/inside/governance/Visionstate.pdf on February 27, 2011.
