The purpose is deeply embedded in values, hopes, and dreams. The purpose represents why the organization or group exists. A vision is a long-range prospect, and it requires a clear purpose to keep people on track as the organization moves toward a future state.
Inspiration is a major motivating force to take action. Action toward the vision is what makes the vision a reality (Latham, 1995).
In daily decision making, there are myriad choices people can make. A specific vision provides a template for decision-making. People know what is most important and can make decisions without as much outside supervision. Having a specific vision allows people to be busy doing what is most productive, instead of just being busy. And when the vision is specific, it provides clearer accountability for its outcome.
A vision is not a sure thing. People must believe its possible though it will require extraordinary effort. When a vision is challenging, people tend to bring more of themselves to their work. A challenging vision makes peoples work more meaningful, and they leave work feeling more fulfilled. If the vision is too challenging, it can stifle productivity because people feel frustrated not making any progress or just not knowing what to do.
It is very important for there to be ownership and buy-in of the vision by stakeholder. It is through ownership and buy-in that ones belief system can become more engaged that the vision is possible. When people have a strong belief that the vision is possible, they will be more focused on the opportunities that present that will move the organization toward the vision.
The vision is referred to often and is used as a guiding statement in the organization. A key component in using the vision as a guiding statement is that it helps to bridge the gap between current reality and the future the organization is moving toward (Senge, 1990).
The primary role of leadership is to be the champion of the vision. Leadership makes the vision come alive and helps stakeholders understand how what they do contributes to the future state of the organization. Leadership must demonstrate through their actions that they support stakeholders in taking the risk necessary to make the vision a reality.
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