What's the Vision?

As a young executive, I hated the question, “what's the vision?” Experienced leaders, board members, other executives seemed to love asking it as much as I loathed hearing it. “Don't they know we have widgets to crank?” I would ask myself. Most leaders I knew could not tell me the purpose or vision of their organization. Every exercise about purpose and vision that I knew of seemed to be an effort in word smithing bureauspeak.  How important could it be? In time, I would grow to see it was the most important of all. And a clear vision requires a clear purpose.

Daily, I see research on the power of purpose. Whether it's Gallup, or HBR, or ADP, or some major consulting firm, or some new book by a retired CEO--there are endless references to the need for clear purpose and vision. Why? Because successful change efforts and successful leaders have a very clear purpose and vision; because clear purpose and vision unite the organization; because purpose gives meaning and vision gives direction.

Purpose gives meaning. Vision gives direction.

The outdoor company, Patagonia, clearly states its purpose: To save our home planet. People flock to Patagonia not only because of the quality of their product, but for the purpose of it. Lisa Pike Sheehy, VP of Environmental Activism at Patagonia says, “I always suggest…start with purpose immediately. Having a brand purpose or a north star will have a significant effect on your employees but it can’t be top-down. It has to come from all over the company and be in everything you do.”

 “I always suggest…start with purpose immediately. Having a brand purpose or a north star will have a significant effect on your employees but it can’t be top-down. It has to come from all over the company and be in everything you do.”

 Lisa Pike Sheehy

That clear purpose makes decisions for the Patagonia leadership—decisions like using only organic cotton or building aluminum chocks for rock climbing that do not damage the rock. The purpose drives it all.

Good vision statements describe a future world that doesn’t yet exist but could exist if the organization succeeds in fulfilling its purpose.

Good vision statements describe a future world that doesn’t yet exist but could exist if the organization succeeds in fulfilling its purpose. I love the vision of CARE International: “A world of hope, tolerance, and social justice, where poverty has been overcome and people live in dignity and security.” Here are some other stellar statements:

Habitat for Humanity: “A world where everyone has a decent place to live.”

Oxfam: “A world without poverty.”

The Ocean Cleanup: “A future where plastic no longer pollutes our oceans.”

Bill & Melinda Gates Foundation: “A world where every person has the opportunity to live a healthy, productive life.”

UNICEF: “A world where every child can grow up healthy, safe, and educated.”

We have not yet achieved these worlds. But we could. And if these organizations are ultimately successful, we will.

Too often, we confuse the word smithing of statements with purpose and vision itself.

Too often, we confuse the wordsmithing of statements with purpose and vision itself. I remember a young executive telling me that they did not want to waste anytime on purpose or vision statements. I think they were surprised when I agreed. “Let's not waste time on the statements,” I replied, “but I encourage you to consider getting clear on the purpose and the vision.” The statements are not the goal; the statements are the byproduct. This is not about sloganeering, bumper stickering, or marketing--this is about the fundamental why and where. Lisa Pike Sheehy warns us that it cannot be top down. It must be iterative. It’s time to talk to your people—why, distinctively, does your organization exist? What is the better place you want to lead us to? in time, these questions will lead to a clear statement.

Crystal-clear purpose and vision do not waver in hard times. They secure us. They unite us. The American Red Cross has a purpose: to prevent and alleviate human suffering wherever it may be found. Hard times don’t shake the Red Cross—hard times empower it. The harder it gets, the clearer—and more important— the purpose becomes.

Perhaps no one said it better than Martin Luther King. His vision was his dream: a world in which his children would be judged, not by the color of their skin, but by the content of their character. That vision sustained him and all those that joined him in a challenge we face even today.

Times are hard; challenges abound. Clarity around your vision and purpose will sustain you and your organization despite the challenges.

Times are hard; challenges abound. Clarity around your vision and purpose will sustain you and your organization despite the challenges.

How clear is your purpose?

What’s the vision?