Who's Vision

What is a vision? A question asked by many over the years, yet strangely enough most of the answers coincides. Whitaker and Moses (cited by Lashway, 1997) refer to a vision as “an inspiring declaration of a compelling dream, accompanied by a clear scenario of how it will be accomplished.” Houze (2000) notes, vision, as the ability to get meaning from eyesight. Rawley (1997) expounds on this thought by adding that a vision is not only a tool for a leader of others; even a lone salesperson can create a vision of desired results for him or herself (note: goals are results and the vision is to become the most fully rewarded salesperson that ever lived.).

No matter the setting, a vision begins as a particular person’s dream it does not become a vision until it has been acted upon. A good vision not only has worthy goals, but; challenges everyone in the school. In some cases a single individual can carry out a vision, however, visions that affect others more often than not need the efforts of many to see it to fruition. Good leaders establish a vision and motivate others to work toward that end (Horowitz, 1997).

Bringing the Design to Others and Helping Them to Make It Their Own

Leaders that encourage others to embrace their vision utilize a plethora of strategies; more than just a model is the key ingredient. Leaders must be adept not only in the art of communication, as the conveyance of the vision to others is of utmost importance; but they must be equally able to induce subordinates to buy into their dream and to willingly take part in the endeavor. Motivating others to embrace your vision and work toward a common goal starts with a clear understanding of one thing: the people you are trying to motivate. Subordinates often do not see their efforts as a beneficial piece to goal achievement, (Horowitz, 1997) in which case their lack of knowledge tends to act as a hindrance to achieving the goal.

In order to effectively relate the importance of specific goals and roles, many steps must take place. In communicating plans of bringing a vision to reality leaders must be clear and concise in the delineation of information, they must be sure that during their projection of the vision they do not allow it to become overshadowed by doubt, as well as being prepared to display patience, to listen, and to provide additional information when necessary. To leaders their visions are quite clear, that is because it is a goal that they are enthusiastic about achieving.

To achieve their goals and fulfill their vision leaders need to persuade others to take action on their ideas, states Houze (2000) this requires that they think clearly, speak clearly, and listen carefully. The best way to do this is to operate in much the same way as a salesperson does. Salespersons patiently explain repeatedly if needed the purpose of their products and the benefits they will provide. Leaders have to be cognizant that a degree of patience will need to be exercised as they endeavor to help others to realize that this design is necessary and above all that their contribution is essential to realizing the goal.

Leaders that communicate to their staff the importance of the vision and the manner in which it fits with their needs and expectations, will go a long way toward making them feel that where the vision leads is where they want to go, that what they do really does make a difference, and that success depends upon their doing it. Active listening goes a long way in determining how well a leader will be received therefore it is of the utmost importance that they include measures that compel subordinates to offer up their thoughts and ideas. This method of doing things helps to provide varied points of view; therefore it would behoove leaders to become more receptive to alternative points of view (Covey, 1991). When people feel that they are valued and that their input is not only vital but encouraged, they are more apt to follow. Ostrow (2001) writes, when people feel heard they are more likely to hear you.

When leaders understand the goals of their subordinates they are able to articulate the manner in which their aspirations can be aligned with the vision. On the same note Covey (1991) reports leaders must seek to understand the intent of the communication without prejudging or rejecting the content. This can be accomplished by giving time, being patient, seeking first to understand, and openly expressing feelings. If members do not feel that they are a part of this joint venture, attempts at embracing another’s vision becomes an effort in futility.

References:

Covey, S. (1991). Principle-Centered Leadership. New York. Division of Simon & Schuster, Inc.

Houze, R. (2000). What Makes Leaders Different. Rutherford Publishing, Inc. Retrieved
March 11, 2005 from http://www.careerknowhow.com/ldrsdifferent.htm

Horowitz, S. (1997). From vision to victory: Communication key to effective leadership, Thrust
for Educational Leadership. 27, 31 Retrieved March 12, 2005 from
http://0-vnweb.hwwilsonweb.com.novacat.nova.edu/hww/results/results_single.jhtml?nn=6

Lashway, L. (1997). Visionary Leadership., Clearinghouse on Educational Policy Management.
ERIC Digest 110 Retrieved March 15, 2005 from http://eric.uoregon.edu/publications/digests/digest%20110.html

Ostrow, E. (2001). 20 Ways to Becoming A Leader. Emerging Leader.com. Retrieved
March 28, 2005 from http://www.emergingleader.com/articles31.shtml

Rawley, K. (1997). Visions helps leaders to overlook obstacles on the road to success.
Business Review Retrieved March 14, 2005 from
http://seatle.bizjournals.com/albany/stories/1997/10/20/smallb4.html?t=printable