By Patricia Koopersmith, Rockwood Company Founder and CEO

A “change vision” is a picture of what an organization will look like after it successfully achieves change. It conveys the organization’s potential to take advantage of opportunities in this increasingly fast-moving world. A powerful change vision can be written in less than one page and verbally explained in under one minute. It appeals to an individual’s intellect, emotions, and sense of fiscal responsibility in a way that can be easily understood by all stakeholders–from a member of Congress to a technical operator.

Designing and acting on a powerful vision is a risky (and, at times, frustrating) proposition. It may require a leader to push beyond their comfort zone. Sometimes a vision is based on incorrect assumptions about the future operating environment. Or maybe an unpredictable, game-changing event makes the vision less relevant or unattainable. A great leader will design an imaginative, inspirational, declarative, and expansive vision despite the uncertainty about the future context and the risk of failure.

Imaginative

Great leaders do not limit their vision to what they know; they create a vision that imagines a future in ambiguity (since, of course, none of us know exactly what the world will look like in 5, 10, or 20 years). They trust that the elements required to realize the vision will reveal themselves and be made available when needed.

Inspirational

The best visions establish a motivating context for daily activities and lend meaning to every process encompassed by the vision. People become inspired when they see themselves as an essential part of a group doing something extraordinary for the community, the mission, and the world. When the vision inspires the workforce with great purpose, the innately human desire to participate in something meaningful will prompt the workforce to act and help individuals transcend their limitations, realizing greater achievement than they ever thought possible.

Declarative

The most successful transformations start with a vision outlining the leader’s intent with confidence and certainty. The leader’s declarative intent motivates the workforce to bring the vision to fruition. Great leaders declare very clear objectives, committing to a specific timeframe to achieve the vision. In 1961, President John F. Kennedy announced his declarative vision to send an American safely to the moon and back (clear objective) before the end of the decade (specific timeframe). He asserted that the United States would eventually overtake the Soviet Union in the space race (specific outcome). In 1969, due in part to President Kennedy’s clear conviction, the United States became the first nation to send a man to the moon.

Expansive

The best leaders create space for members of the workforce to expand and adopt the vision as their own. These leaders define the core elements they consider most important and invite the workforce to bring forward ideas and fill in the missing parts. This approach results in a description of a future that the workforce understands and is excited about. It also helps reduce resistance and increase the level of discretionary effort the workforce puts into realizing this future state.

The next time you have the opportunity to co-design a future state for an organization or mission, consider the elements above that comprise a truly powerful vision.

[1] John Kotter Leading Change (Harvard Business Review Press, 2012).

[2] Michael Gerber The E-Myth Revisited: The E Myth: Why Most Businesses Don't Work and What to Do About It (Harper Business; Updated, Subsequent edition, 2004).

[3] Chris McGoff The Primes: How Any Group Can Solve Any Problem (John Wiley & Sons, Inc., 2012).