Out of
the Box Coaching and
Breakthroughs with the Enneagram,
Mary R. Bast, Ph.D.
Copyright © 1999. All rights reserved. Revised:
October 05, 2008
Visioning
According to Linda Ackerman Anderson of Being First, Inc., "all change is both need and opportunity driven ... Needs are threats, weaknesses and necessity - based challenges. Opportunity has more to do with desired aims than an organization's past track record; it is future oriented ... The value of exploring and painting a picture of what's possible is causing leaders to rethink their traditional strategies for business planning ... Vision gives work meaning and direction. It captures people's imagination and mobilizes their energy for work."
Keys to Effective Visioning (From Shaping Strategic Planning, by Pfeiffer, Goodstein, and Nolan; Glenview, ILL: Scott, Foresman and Company, 1989):
Ask "What's possible; what will it be like to live/work this way; what do I/we value in this effort; what purpose do we serve?"
Translate the vision into a practical mission statement, goals/objectives, and priority actions. A good mission statement accomplishes two things: (1) It serves as a template for everyone in the organization to make decisions consistent with the mission, and (2) it serves as an energy source and rallying point. There are five criteria for evaluating mission statements:
It is clear and understandable to everyone.
It is brief enough for people to remember.
It clearly specifies the products/services you provide:
What client needs you fill
Who your primary clients are
How you provide these products/services
It reflects the organization's distinctive competence.
It reflects your values, beliefs, philosophy of operations, and organizational culture.
How to write a personal vision