Encouraging Personal Vision
Shared visions emerge from personal visions; leaders must encourage individuals to develop their own visions to encourage genuine commitment rather than compliance.
THE IDEA
ENCOURAGING PERSONAL VISION
Shared visions emerge from personal visions. This is how they derive their energy and how they foster commitment. As Bill O'Brien of Hanover Insurance observes, "My vision is not what's important to you. The only vision that motivates you is your vision." It is not that people care only about their personal selfinterest—in fact, people's personal visions usually include dimensions that concern family, organization, community, and even the world. Rather, O'Brien is stressing that caring is personal. It is rooted in an individual's own set of values, concerns, and aspirations. This is why genuine caring about a shared vision is rooted in personal visions. This simple truth is lost on many leaders, who decide that their organization must develop a vision by tomorrow!
Organizations intent on building shared visions continually encourage members to develop their personal visions. If people don't have their own vision, all they can do is "sign up" for someone else's. The result is compliance, never commitment. On the other hand, people with a strong sense of personal direction can join together to create a powerful synergy toward what "I/we truly want."
In this sense, personal mastery is the bedrock for developing shared visions. This means not only personal vision, but commitment to the truth and creative tension—the hallmarks of personal mastery. Shared vision can generate levels of creative tension that go far beyond individuals' comfort levels. Those who will contribute the most toward realizing a lofty vision will be those who can "hold" this creative tension: remain clear on the vision and continue to inquire into current reality. They will be the ones who believe deeply in their ability to create their future, because that is what they experience personally.
In encouraging personal vision, organizations must be careful not to infringe on individual freedoms. As was discussed in Chapter 8, "Personal Mastery," no one can give another "his vision," nor even force him to develop a vision. However, there are positive actions that can be taken to create a climate that encourages personal vision. The most direct is for leaders who have a sense of vision to communicate that in such a way that others are encouraged to share their visions. This is the art of visionary leadership—how shared visions are built from personal visions.
When to use it
A leader facilitates a strategic planning session where each member articulates their personal vision for the organization's future.
A school principal encourages teachers to define their personal educational philosophies and uses them as input for the school's mission.
A startup founder uses personal vision exercises to align co-founders and early employees around a common purpose.
A nonprofit team develops a shared vision by first having volunteers write about their personal hopes for the community.
FROM THEORY TO EVERYDAY LIFE
In practice
Team Vision-Building Exercise
A manager asks each team member to write down their personal vision for the project's impact. They then share and discuss these, identifying common themes to craft a shared team vision that energizes everyone.
CEO Vision Sharing
During a company all-hands, the CEO shares her personal vision for the organization's future and invites employees to share theirs via an anonymous digital platform. The feedback is used to refine the company's vision statement.
A MOMENT TO REFLECT
Put it to work.
What is your personal vision for your work or life? How does it align with the shared vision of your organization or community?
How can you encourage others to develop and share their personal visions without imposing your own?
In what ways does personal mastery (commitment to truth and creative tension) support the building of a shared vision?
CONTINUE THE CONVERSATION
Source texts
- The Fifth Discipline The Art Practice of the Learning Organization (Peter M. Senge)