1. Chapter 7:
Creating a Vision

2. Chapter Objectives Understand the characteristics of a vision.
Examine the process of vision articulation.
Discuss vision implementation.
Focus on how to develop a workable vision for different contexts.

3. What Is a Vision?
Vision is a mental model of an ideal future state—“what could be.”
Visions imply change & challenge people to reach a higher standard of excellence, giving meaning & purpose to people.
Ideally they are shared by the leader & members of the group or organization.

4. Vision in Training and Development Literature
Covey (1991) identifies vision as one of the seven habits of highly effective people:
They “begin with the end in mind” & have a deep understanding of their goals, values, & mission in life, which provides the basis for everything else they do.

5. Training and Development, cont.
Loehr and Schwartz (2001) stress that people are a “mission-specific species” & their goal should be to mobilize their sources of energy to accomplish their intended mission.
Kouzes and Posner’s (2003) Leadership Practices Instrument identifies vision as one of the five practices of exemplary leadership.

6. Vision in Theories of Leadership
Transformational leaders demonstrate vision as one of four factors of performance.
Charismatic leaders create changes by linking their values & vision to the self-concept of followers.
Ex.: Mother Teresa, who linked her vision of serving the poor to her followers’ beliefs of personal commitment and self-sacrifice

7. Characteristics of a Vision
Research on visionary leadership suggests visions have five characteristics (Nanus, 1992; Zaccaro & Banks, 2001):
A picture
A change
Values
A map
A challenge

8. A Picture
A vision creates a picture of a future that is better than the status quo—an idea about the future that requires an act of faith by followers.
Ideal picture of where an organization should be going
Image may be more productive, confirming, or inspiring than the present
Picture a time and place where the common good is served
Sometimes a leader’s vision is clear, sometimes it is only a general direction that gives a “bare bones” notion of where they are leading others & the final picture may not emerge for some time

9. A Change
Visions represent a change in the status quo, a change toward something more positive in the future.
Change can take many forms, changes about rules, procedures, goals, values, or rituals.
It is not uncommon for leaders to experience resistance to their vision and be accused of “stirring up the pot.”

10. Values
Advocating change within an organization requires an understanding of one’s own values, the values of others, and the values of the organization.
A vision that everyone in the company is important places high value on human dignity.
Similarly, if the vision suggests that everyone is equal, they would be advocating for fairness and justice as primary values.
Ex.: Chris Jones, high school football coach

11. A Map
A vision provides people with the map to guide them, to let them know when they are on- or off-track.
People feel a sense of certainty and calmness when they know they are on course; a vision gives this assurance.
Visions provide a guiding philosophy for people that gives them meaning & purpose.

12. A Map, cont.
When people know the overarching goals, principles, & values of the organization, it becomes easier for them to have an identity & know where they fit within the organization.
Seeing the larger purpose allows people to appreciate their contributions to the organization.

13. A Challenge
Finally, a vision challenges people to transcend the status quo to do something to benefit others.
Visions challenge people to commit themselves to worthwhile causes.
An example is John F. Kennedy’s “My fellow Americans…” speech.
An example of an organization with a clear challenge component is the Leukemia & Lymphoma Society’s Team in Training program.

14. Articulating Vision
While it is important to have a vision, it is equally important to be able to articulate that vision to others.
Leaders must adapt their vision to their audience—they need to articulate their visions so that they fit within others’ latitude of acceptance.
If the vision is too demanding & demands too big a change, it will be rejected.

15. Articulating Vision, cont.
Leaders need to highlight the intrinsic value of their vision, emphasizing how the vision presents ideals worth pursuing.
By highlighting the values of the vision, it allows individuals to find their work worthwhile.

16. Articulating Vision, cont.
Articulating a vision requires the right language, words that are motivating & inspiring (Sashkin, 2004; Zaccaro & Banks, 2001).
Words need to describe a vision that is affirming, uplifting, and hopeful—Martin Luther King Jr. & JFK
Inspiring symbols abound—the U of M 1997 football team looked to Into Thin Air by Jonathan Krakauer, utilizing the metaphor of climbing Mount Everest to motivate them toward winning a national championship.

17. Articulating Vision, cont.
Articulating a vision requires using inclusive language.
This links people to the vision and makes them part of the process.
Words such as we and our are preferred over they or them.
Inclusive language builds community around a common goal.
Discuss: What quotes from the JFK speech stand out to you? Why?

18. Implementing Vision Implementing vision is true test of a leader.
The leader must model the attitudes, values, and behaviors set forth in the vision—the leader must be the living example of the ideals articulated in the vision.
When leaders are seen acting out the vision, it builds credibility.
Implementation requires a leader sets high expectations for others.
Setting challenging goals motivates people.
This process doesn’t happen rapidly but takes continuous effort.

19. Case Study: A Clean Slate
What is Nick Gibbons' vision in this case study? How is it similar or different from the vision of the owners of the paper? Discuss the unique challenges a leader faces when required to implement a vision of his or her superiors’.
Why do you think Nick wanted to open the workings of the paper up to the public?  How is this related to his vision?
Visions usually require changing people's values.  What desired changes in values are highlighted by this case study?
How well did Nick Gibbons articulate his vision for the paper? If you were in Nick's shoes, how would articulate your vision in this case?
Do you think the newspaper will newspaper will thrive under Nick's leadership?  Why?

20. Summary
A competent leader will have a compelling vision of a better future.
A vision is grounded in values and advocates change toward some goal.
The leader articulates the vision, highlights the values, uses uplifting and inclusive language.
The leader needs to be a living model.
The leader sets high performance expectations and encourages and empowers others to reach their goals.