Does a strategic leader simply conjure up in isolation a vision for the company?
Do effective leaders rely on others in the organization to support the development of a realistic vision? Let’s examine the nature of vision statements and the strategies organizations utilize to cre- ate them. A vision statement is a concise expression of where the organization would like to see itself in the next 5 or 10 years. What makes an effective vision statement rather than one that just sounds good? In order to know whether the vision has been achieved, it makes sense to use some quantitative measure in the statement. For example, it could include “become a billion-dollar company by 2017,” or “be doing business in 25 countries by 2017.” It is impera- tive that the strategy and vision must be completely aligned, which is why an organization should review and, if necessary, revise the vision statement after deciding on the strategy and strategic direction in case the latter has been changed. Ideally, the vision statement should be concise, inspiring, memorable, and achievable—a tall order, but not impossible.
Leaders who are visionary can, through collaborating with other top managers and their board of directors, craft a good vision statement that embodies their vision and makes sense to all of the company’s stakeholders. Getting everyone’s agreement takes time; however, it is as a result of such collaboration that the vision becomes truly shared and owned by everyone.