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What are the right details to include in a vision?

In a previous post, Visions that Inspire Right Action, I talked about the purpose of vision and how a great vision informs teamwork. How do you actually write a great vision?

Ask yourself or your team the following questions and put the answers in a bullet list. Edit and organize for readability. There’s your vision. I find the best visions are typically one-half to full-page in length.

  • What specifically do we want to achieve?
    • List 3-10 very specific end-state qualities.
    • Introduce these with a sentence that explains when the work will be accomplished.
      For example, “Within the next 5 years, our team will have [created, accomplished]…”

     

  • What will be different as a result of our work?
    • List several impacts of your work. For example, in the lives of the people who use your services, on processes within your organization, on your organization’s product line or offering, in the larger community, marketplace or global context in which your work is conducted.
    • Introduce this information with something like, “As a result of our work…”

     

  • What will people say about our work? (e.g., media, community, competitors, customers or other people in your organization)
    • Conclude your vision with some headlines of what you imagine significant stakeholders
      will say if your work is successful and well-received.

About Jane: Jane Cavanaugh is an internationally acclaimed business leadership and career coach who has helped more than 6,000 professionals develop their career and leadership skills. Jane is creator of The Passionate Professional: How to Make Your Ordinary Career Extraordinary, a guided career transition program, and a co-author of Breakthrough! Inspirational Strategies for an Audaciously Authentic Life. Contact or visit Jane at www.janecavanaugh.com

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Karianne Holguin, Managing Director
Process Management and Analysis

Success Story: “My executive coaching time with Jane was some of the most valuable hours I have spent as a leader. The experience was not about ‘performance needs improvement,’ but about growing oneself to the next level of leadership, stretching oneself to be the best one can be. It provided great insight to things I knew about myself, personally, but didn’t know were ‘showing up’ at the office. I continue to use what I learned every day, and I, and others, can see the difference this level of coaching has made.”