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Creating a Compelling Vision

Suppose you are running the computer department at an electronics store. Overall the store has been having a good year: Sales of cell phones, HDTVs and in-home theater equipment, and digital cameras have all been strong. But computer sales are lagging, and the store manager is exerting considerable pressure on you to increase sales. Your 11 sales associates are all relatively new to sales, and many do not have strong computer backgrounds. Your assistant department manager recently moved to the in-home theater department, and you have been screening candidates for this opening on your team. After failing to be impressed with the first four candidates interviewed, you notice that the next candidate, Colleen, has just moved to town and has a strong background in electronics sales. During the interview you become even more convinced that Colleen would be an ideal assistant department manager. Toward the end of the interview you ask Colleen if she has any questions about the position, and she states that she is considering several job offers and is asking all her prospective employers the same question, which is "Why should I work for you?" What would you say if someone asked you this question? Would you be able to close the sale and make a strong case for getting someone to join your team? Believe it or not, many leaders cannot provide a compelling description of how they add value; as a result they have difficulty getting anyone excited to become part of their groups. And these struggles are not limited to new leadersmany seasoned leaders either do not have or cannot effectively articulate a clear and dynamic leadership vision. Yet many followers want to know where their team or group is going, how it intends to get there, and what they need to do to win. A leader's vision can answer these questions, explain why change is necessary, and keep team members motivated and focused. Because a leader's vision can have a pervasive effect on followers and teams, it is worth describing a process for building a compelling leadership vision.1,2 Before discussing the four components of leadership vision, it is worth noting that most people don't get particularly excited about a leader's vision by sitting through lengthy PowerPoint presentations or formal speeches. People tend to get more involved when leaders use stories, analogies, and personal experiences to paint compelling pictures of the future. As such, a leader's vision should be a personal statement that should help listeners answer the following questions: Where is the team going, and how will it get there? How does the team win, and how does it contribute to the broader organization's success? How does the speaker define leadership? What gets the speaker excited about being a leader? What are the speaker's key values? In other words, what are the leader's expectations for team members, and what will she or he not tolerate as a leader? If you are currently in a leadership position, ask yourself how your direct reports would answer these questions. Would each of them answer all five questions the same way, or would their answers differ? Alternatively, how would you answer these questions for your boss? If followers do not provide the same answers for these questions, leaders may need to create or better articulate their leadership vision.