Kent Ingle is president of Southeastern University, author of several leadership books and host of the Framework Leadership podcast.
Vision is one of the most powerful tools a leader has. It’s a gateway to the future of what could be and a roadmap of where an organization is headed. The leader’s vision gives an idea power by motivating the hearts, minds and imaginations of others—uniting people under a cause greater than any single person.
Leaders recognize that without foresight and imagination, an organization is at risk of becoming stagnant and losing its relevance. If a leader doesn’t provide clarity of direction to move toward the vision, they can leave their organization floundering. This is prevalent in the current work environment. According to Gallup, “The percentage of employees saying they know what’s expected of them at work dropped to a record low in 2022.”
Effective leaders articulate a clear vision by building a map that shows where the company is and where they want to take the organization. I call this map a framework. A framework keeps everyone on track and on the same page. There’s a clear destination, guidelines and a pathway for the organization. A framework is what helps a leader’s vision excel and inspires others.
Based on my years of experience in leadership, here are three steps to build your visionary framework.
1. Initiate transformation.
A vision for the future provides countless opportunities for what could be and the potential for innovation and growth. To make your vision a reality, begin by clarifying your overarching themes of transformation. What needs to change to accomplish your vision? What do you want to implement that will give your organization a cutting edge and inspire your employees? Start by thinking of the big picture.
Your vision should give direction, build confidence and leave employees anticipating what is to come. Recognize that in the transformation stage, people will want to hold on to the past. Acknowledge the past by recognizing it as a foundation to build upon for the future.
While casting a vision for transformation, keep feedback channels open. Allow others to voice their concerns and offer advice. When employees feel they have a say in where you are headed, I’ve found they are more likely to jump on board.
For example, at the university where I serve as president before we announce a new vision (or strategy), we meet with and keep communication channels open with employees. We want everyone to be a part of building the future of our organization.
2. Integrate core values.
Your vision should exemplify your organization’s values. Even in growth, you can’t lose sight of what you believe and what makes you unique. Your framework should say who you will become during the transition. Reinforce your values, and talk about how the new vision will enhance your mission. Incorporate language that is unique to your organization to resonate with employees.
When you are clear about your vision and how it affects even those farthest down the organizational chart, it engages their imaginations and passions with the urgency of fulfilling the vision.
This is where it’s integral to have the right people in your organization who will embody your foresight. If your employees don’t understand how your vision will fulfill the mission, you likely won’t create the desired impact.
3. Implement your strategy.
After you have decided where you want to go and how it will impact your cultural values, write out the practical steps to get to your destination. I’ve always worked with five-year windows for a strategy because culture changes so fast. If you try to go too far out, you could miss the contextual element of what’s going on in society.
Evaluate the resources you have in place—especially personnel—to take you to the next level. With the proper framework in place, the people in your organization will not only survive disappointment and failure but also transform those feelings into fuel for ultimate success. A visionary framework can empower your team to advance your mission, even while overcoming difficulty or adapting to change.
Put your vision everywhere so it is visible to all your employees and customers. When someone steps into your organization, you want them to leave feeling inspired and recognize where you are headed. Remember, you can’t over-communicate your vision. People can start to lose their way if they aren’t constantly reminded of what’s ahead.
A framework brings a leader’s vision to life. If assembled properly, your framework should encompass how your vision becomes a reality. Before you announce your vision, make sure that you provide clarity, direction, purpose and even methods to navigate toward a new reality. After all, when your vision takes root, your framework will keep your organization en route, even if the territory is unfamiliar.
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