Vision isn’t just a buzzword. Unless you make it one.

As a people leader you’ve likely see the company or departmental vision statement printed on your website, on posters in the lunch room, in your annual report, and potentially other places too. If you’re lucky, you got to develop it with your fellow leaders instead of having it thrust upon you - but that is rarely the case. Because of this I rarely see leaders looking at their program through the lens of the vision, and this is a wasted opportunity. Beyond being a corporate requirement, a compelling vision serves a vital role - it aligns thinking and action, unites a team with a common and meaningful purpose, and gives your people a reason to care too.

Purpose: Help employees understand the ‘why’

Humans are purpose driven. In fact, research shows that we can suffer some pretty serious psychological difficulties if we don’t have it. And if we do? We live longer, have healthier hearts and are more resilient.

Employees of every generation want to know their work matters. A well-communicated company vision gives context beyond the daily grind. It answers the ‘why’ behind the work, and connects the dots between individual contributions and the bigger picture. When people see how their role feeds into a larger mission, motivation is supercharged and simple compliance starts to shift to commitment.

Clarity in direction: Your compass for uncertain times

A clear vision also acts as a compass. In a world of constant change it’s easy for teams to get lost in the weeds or pulled in different directions. But a strong vision provides a signpost. It helps employees make better decisions, prioritise effectively and stay aligned - especially when things become uncertain.

What does it mean for you as their leader? It means space and time to work on the business, instead of in it. You empower your team to make decisions with the same frame of reference you do and demonstrate you trust them in the process. Can you imagine the momentum if you had your entire team stepping up to lead in the same direction instead of just you?

Connection: A sense of belonging

There’s been a lot of talk in recent years of the value of belonging in the workplace, with few knowing just how to achieve it. Belonging needs to be baked into how you do business, and it starts with your vision.

People want to be a part of something that reflects their values and aspirations. When a vision speaks to a future they want to help build, employees are more likely to feel connected and loyal. This is especially important in today’s world where purpose at work matters as much as pay.

To really connect with people, you need to make it bigger than your office’s four walls. What’s your CSR offering? How does your company impact the world around you, and how can they feel proud of their contribution? Of building a better community, environment, and future for themselves and their families?

Leadership: Bringing the vision to life

As a leader your role isn’t just to parrot the team vision at team meetings, or on the occasional presentation to the senior leadership team. Your job is to bring the vision to life.

Share stories of how your team contributes to the vision. Better yet - invite your team members to identify that link themselves; to explore how their own personal values align with the organisation’s direction (I do workshops for this very purpose). When it comes to one-on-ones and performance conversations, ask them what they need to deliver their part in the vision. What skills and training do they think are needed in the team to really supercharge impact? Keep it alive in every business case you present for system improvements. The more you live that vision in everyday moments the more powerful it becomes.

Impact: Turning work into a meaning-making, and accountability, machine

When employees understand and believe in the mission, they don’t just do the job - they take ownership, find meaning, and grow with the business. Without a shared vision work can feel transactional. With a meaningful and shared vision it becomes transformational. Employees lead themselves. Even better - over time it becomes ‘the way we do business around here’.

Final thoughts…

Next time you read the vision statement in your strategy document, don’t keep turning the page. Consider every word. Ask yourself, “How am I fostering the connection between my people and our vision?” Because when people see where they’re going and why, it changes how they show up, how they connect, and how they perform. You’re not just building the organisation’s future, you’re building your tribe.

Contact me to discuss your vision (or help formulate it), and to discuss ways I can support your team to build momentum in leading the vision as well.