What do you need to be aware of if you want to succeed in formulating an inspiring vision that sets a clear direction for the work in your unit? And what can you do to ensure that your employees know how they can contribute to the vision? Find out here.
Many leaders probably feel that the corona crisis has put development, strategy and visioning work in the organization on hold. But as the pandemic takes hold, the need to take a longer and more visionary view of the organization will re-emerge. That's why we take a look at how you can succeed with vision management.
When you practice vision leadership, it involves articulating, communicating and sustaining a vision for your unit. Research shows that leading with a vision can lead to many positive benefits - your employees are more motivated and engaged, they are more likely to see their work as meaningful and they perform better.
When you practice vision leadership, it involves articulating, communicating and sustaining a vision for your unit. Research shows that leading with a vision can lead to many positive benefits - your employees are more motivated and engaged, they are more likely to see their work as meaningful and they perform better.
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How to articulate a vision that is really a vision
At the same time, research also suggests that there are pitfalls associated with practicing vision leadership, especially when formulating the vision itself. But also when you need to clarify to your employees what the vision means for the way they perform their day-to-day tasks. And the latter is especially important. Because when you succeed in translating the vision, it also increases the likelihood that your employees will find it meaningful, present and related to their daily tasks.A vision is a picture of a desirable, long-term future for your entity. This understanding has at least two important points of attention - in relation to the words 'image' and 'future'.
