“He’d like me to double revenues in the next few years.” This was the clearest direction Sharon, a new CEO, had from the company’s owner, Jeff. Jeff is highly influential in his industry and wants to focus on his thought leadership role, stepping out of day-to-day operations. However, what that meant hadn’t been defined.

“What else is his vision? What are his priorities?” I asked. “That’s all he’s told me,” she said.

Red flags went up. Sharon and Jeff are smart, well-intentioned people wanting to build something good. But they’re setting the stage for problems. Understanding Jeff’s vision is crucial; it’s his company. It’s almost certain that Jeff is interested in more than just doubling revenue. Sharon needed to know what he wanted beyond financial goals. Misalignment would nearly inevitably lead to confusion, frustration, and even conflict.

Jeff’s poorly defined vision is setting Sharon up for two bad options:

1. Fear of making the wrong move, resulting in moving too slow or not at all.
2. Creating her direction, which may conflict with Jeff’s.

The vague ‘vision’ of doubling revenues is not helpful. It doesn’t communicate direction, reflect deeper values and objectives, or inspire Sharon. She wasn’t sure how to pursue it.

I’ve seen too many CEOs like Sharon become frustrated and disempowered in such situations. The flip side is owners like Jeff feel at odds with their CEOs. All because Sharon couldn’t see where to go.

Neither Sharon nor I are good enough guessers at what Jeff wants. I asked if I could meet Jeff, but she wouldn’t introduce me or pursue the core question ‘What does Jeff want?’

Sharon’s success as CEO is dependent on Jeff’s interpretation of success. I can’t coach her to succeed if I don’t know how he defines success. I wish them the best, but without a clear vision, it’s unlikely to work out. I didn’t offer a proposal.

The only thing worse than not having a clear vision is having a poorly defined vision.

A vision statement should create a common direction that aligns interests, decisions, and efforts. It needs to be inspiring enough to motivate action and clear enough that everyone can aim in the same direction.

Examples of Poor (but Nice-Sounding) Vision Statements

Healthcare Organization

Poor vision: “To improve the health and well-being of all people in the diverse communities we serve.”

It feels like direction but isn’t. You can’t force all people to be healthy. Well-being is a nearly meaningless phrase. Diverse communities can be sliced in many directions, generating no actual ‘vision.’

Helpful vision: “To eradicate the top three preventable diseases within the Metro area through innovative medical practices and community outreach programs within the next 5 years. We’ll ensure operational stability by maintaining positive cash flow and a 5% operating margin.”

This is helpful because it is specific and measurable. It’s clear what the focus is and addresses financial health priorities.

Construction Company

Poor vision: “To be the leading provider of high-quality construction services.”

Does being a leading provider mean the best in the world? Or in your town? Does it mean in all areas of construction? Or kitchen remodels? Who knows?

Helpful version: “To become the leader in urban, residential construction in the four-county area. Specifically, we will become the builder of choice for constructing sustainable, energy-efficient buildings within the next three years. We will perform at least 60% of all new construction in this space.”

Very helpful. This vision is understandable and measurable, focusing efforts in one meaningful direction.

Ways Leaders Bungle Their Vision Statements and Create Confusion

• Too ‘in-group’: Makes sense to a few people and no one else.
• Inaccurate: They sound good but don’t reflect true priorities.
• Cute or gimmicky: Focused on sounding catchy instead of clear.
• Unbelievable: So big, hairy, and audacious that no one believes it.
• Vague and meaningless: So general it could apply to any company, any time, anywhere.

Impact of Not Having a Decent Vision Statement

Having no vision is lousy. But stating one that no one can clearly or confidently pursue has these impacts:

• Undermines credibility: People lose belief in you. At best, they ignore your vision talks. At worst, they seek someone else’s vision.
• Impacts morale: People want to contribute meaningfully. It’s frustrating when goals are unclear, or efforts feel aimless.
• Creates silos, turfs, and agendas: Leaders within your company will make their own visions.
• Breeds conflict: Misunderstood, misaligned, vague vision nearly always creates conflict.
• Makes management difficult: Without a clear end goal, you must direct every step.

How to Inspire A Shared Vision

Above, I’ve created a link to a resource that will help you develop a clear vision. One that everyone understands, is excited about and can pursue together. It’s not hard to do. I’m a pro, so I can usually walk clients to gain dramatic clarity about their vision within 90 minutes or less. Your experience may be different – but it isn’t rocket science. You can do it. And you owe to yourself and your team to try. I’m here as a backup if you need me!

Take good care,

Christian