vi·sion (vĭzh’әn) n. -- Unusual competence in discernment or perception; intelligent foresight. The manner in which one sees or conceives of something future. 

In my line of work, I have the opportunity to review and comment on many so-called Vision Statements.  Most would not meet the simplest definition of the concept of vision.  Some are so cryptic that they say nothing at all.

 The point is not that your company have a well crafted Vision Statement – but rather that your company have an actual vision that inspires.  Most people have an inner drive to be a part of something bigger than themselves.  We want to be a member of a group, community or company that can point to past achievements and knows where it is heading in the future.

 Big visions motivate and arouse us to action.

 Whether or not your company vision is written down (and it should be) does it articulate what the dictionary definition calls unusual competence?  What is unusual about your company, your product, your service or your manner of production? This is merely the concept of differentiation stated in another way.  If you cannot define how your company is unusual or different from everyone else, your viability in the competitive marketplace is in serious jeopardy.

 It truly does take discernment to choose one of the many paths into the future that will eventually lead you to where you want to be.  As the old saying goes, if you don’t know where you’re going, any path will take you there.  The first step of discernment is to clearly define what your preferred future looks like.  This is the point in the process where you get to dream.  Think BIG!  By that I don’t just refer to the future size of your company.  I’m referring mostly to the future impact and influence of your company. 

 In your own lifetimes you can name dozens of companies that could be defined as “shooting stars.”  They shone brightly for a short time, but didn’t provide any useful light.  These companies typically set their visions on size rather than impact.  Though the founders may have made money, the company left behind no legacy.  Conversely, companies that set their vision outwardly, on how they can change the world (or at least change the lives of the people around them) are better equipped to shine brightly into the future.

 Herein lies the secret to evaluating your own company vision. Vision requires light.  If you have a small pocket flashlight, you can see enough through the darkness to take one more step.  A powerful spotlight can illuminate for hundreds of yards.  A lighthouse set on a hill can provide direction for many miles. 

 A large vision, like a large light:

q       Provides for your own needs as well as the needs of many others around you

q       Can be easily seen despite the ever-present darkness

q       Will illuminate many perils and obstructions on your path

q       Allows the only means of intelligent foresight and focus

 Too many “visions” look far too much like the present to inspire anything or anyone but the ordinary.  If your company isn’t achieving the impact you desire, your tendency might be to contract and lower your expectations.  But, before you choose that path, consider the alternative.  Expand your vision to something large enough to impact and illuminate the lives of others.  It is this kind of vision that attracts extraordinary resources and achieves remarkable outcomes.

As one modern entrepreneur said, “People may not always think big themselves, but they can still get very excited by those who do.”

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