Developing People and Organizations—People Are Always First

A vision statement should provide a vivid mental image of your ideal future. Your organizational vision statement should provide a vivid mental image of the organization's ideal future.

Did the following people have a vision statement that created a vivid mental image for themselves and others?

  • "I have a dream that one day this nation will rise up and live out the true meaning of these words "We hold these truths to be self-evident that all men are created equal." Dr. Martin Luther King
  • "I believe that this nation should commit itself to achieving the goal, before this decade is out, of landing a man on the moon and returning him safely to Earth." President Kennedy - May 25, 1961
  • "When I'm through... Everyone will have one." Henry Ford
  • "Powering people through great software, any place, any time and on any device." Microsoft

All of these created a vivid mental image.

What happens when a vision is achieved? Success, but what is next?

Progress stops until there is a creation of a new vision, e.g., the space program after 1969 when we landed on the moon. There was no new vision beyond the moon; the space program lost all momentum. A new vision should always be created to be strived for.

The true power of vision comes from the ability to believe in it. It is leadership's responsibility to help create the belief. Belief is created by action matching what is said.

What is required to have belief in a vision statement? Trust

You must trust the source of the vision statement. Trust is established through the experience of people living up to their commitments, doing what they say they will do. As you can see, belief and trust have a lot in common.

When true belief in a vision exists, it truly can become the driving force for an organization and action will be taken to achieve. The vision statement then becomes the North Star for planning; the plan is then driven by the vision.

A shared vision generates momentum and is inspiring. Inspiring vision challenges people to be their best, to produce the highest quality work, and to be innovative. Vision creates enthusiasm and empowers people.

For a vision statement to truly be a driving force, it must be believed. For a vision statement to become significant for you and for your organization, everyone has to believe in it.

Changing the vision statement of an organization is changing the direction the organization is going. It is just like reversing the direction of an aircraft carrier. What do you need to do that? You need to plan way ahead, have plenty of patience, and then you make gradual moves until you're now pointing in the other direction.

  • Do you have a personal vision statement that you can be passionate about?
  • Do you have a vision statement for your organization that you are passionate about and all others involved are also and that they will support?
  • Do your personal and company vision statements support each other?

I would like to share with you my evolving personal and company vision statements for 2013 that are based on my values that make me passionate about my vision:

Personal -- I am recognized as a people developer. This is shown by the fact that I am a loving and considerate husband and father who has a great open, positive, loving relationship with Mary, Shaun, Bridget and Ryan. I am financially independent and I am consistently showing my loving and caring attitude by helping others. I'm practicing giving my time, money, talents and abilities freely. I show by my deeds and word my belief in God. I am always growing and tapping my God-given potential physically and mentally which is apparent by my excellent physical and mental health. I'm excited by the person I am each and every day.

My Company -- My LMI organization consists of truly successful associates that make us the leading innovative provider of the LMI strategic development process in the United States. Our client organizations are successful and innovative leaders in their market areas because of their consistent application of the LMI strategic development process.

The development of a new vision statement is truly through a progressive realization of what is truly exciting for you and for the people who will implement it. Here are some questions for you:

  • Do you have a personal vision statement that you can be passionate about?
  • Do you have a vision statement for your organization that you are passionate about and all others involved are also and that they will support?
  • Does your personal and company vision statements support each other?

I have discovered through this process that there is significant power to a personal and organizational vision statement. I wish all of you the ability to tap the significant power of vision.

Ray Stuchly