Vision, as I define it, is a clear, inspiring, practical, and engaging picture of your organization's future. It doesn't have to span 10 or 20 years, though it could. I'm referring to an imagined future—typically three to five years out—that surpasses the present, motivates you, guides daily strategy and decisions, and rallies your team.
Without vision, you're effectively voting for the status quo. Your organization doesn't need a leader to maintain it—a competent manager suffices. But if the status quo feels unacceptable and you aim to focus efforts, energize your team, and grow your business, you must become a vision-driven leader.
By crafting a compelling vision, leaders achieve the once-impossible: meaningful strategies, top-tier talent attraction, and journeys to new heights. Yet for many, it's neither easy nor straightforward. If you're among them, I understand completely.
In his book What You Don't Know About Leadership But Probably Should, Baylor professor Jeffrey Kottler calls vision the "initial task" of leaders—the absolute first priority.
From my experience as Chairman and CEO of Thomas Nelson Publishers—one of the world's largest English-language publishers before its 2011 acquisition by HarperCollins—and now as CEO of my leadership coaching firm, I've found more leaders lack vision than possess it.
Through no fault of their own, they're often dismissive, confused, or ill-equipped. Here are three common challenges:
1. Leaders minimize the need.
Over years of coaching business owners and executives, I've seen leaders eager to skip vision-setting. I once worked for a CEO like that. He viewed it as neither his strength nor responsibility, delegating it to a committee I led: "You handle the vision thing and report back." He should have joined us, engaging in the probing questions that yield buy-in.
He's not alone. A study of 466 companies ranked "leaders who can craft a compelling vision and engage others around it" as a top deficiency—and the most urgent next-generation leadership skill.
Teams crave a greater purpose that demands their best, sparks innovation, and ignites imagination. Ask yourself: Does what we're pursuing inspire that, or is it just business as usual?
2. Leaders are confused about vision.
Vision isn't mission or strategy. It's envisioning the future's potential and articulating it inspiringly, clearly, practically, and engagingly—what I call a "Vision Script"—for teams to pursue. Visionaries like George Eastman (photography), Henry Ford (automobiles), and Steve Jobs (personal computing) instinctively knew people seek beliefs to embrace and aspirations to win.
Many mistake vision as an innate trait—you either have it or not. In truth, anyone can develop a compelling one with the right approach. Our success hinges on it.
A unifying vision, communicated passionately, inspires extraordinary achievements. Those who neglect it aren't leadership-ready. I've seen this power transform thousands of leaders I've coached—but it demands effort.
3. Leaders don't feel equipped.
Leaders often downplay vision from insecurity, feeling unequipped to craft it. Like my former boss, it unnerves them. No one enjoys tasks outside their wheelhouse, especially when expected to have all answers.
New entrepreneurs or promoted leaders feel the pressure, sensing imposter syndrome. Without training, how can they create one from scratch?
I've been there. I started from zero, mastered the craft, and now passionately equip others through my resources. The work is hard but rewarding—a compelling vision is leadership's cornerstone, guiding your business with intention and energy. You can become a visionary leader.
Excerpt from The Vision Driven Leader by Michael Hyatt. Baker Books, a division of Baker Publishing Group. Copyright 2020. Used with permission. www.BakerPublishingGroup.com
