The visionary leader

When we think of a leader, we usually imagine someone pursuing a singular vision, someone who, like Martin Luther King, “had a dream.” As a result, we often consider having a vision as a trait reserved for a few geniuses, like Steve Jobs or Mark Zuckerberg, and therefore beyond our reach.

Yet, having a vision is actually a very simple concept that anyone can develop. Our vision is simply our idea of our place in the world and society. It answers questions like: Who do I want to be? What do I want to do? What do I want to contribute? And sometimes, with whom?

Developing a vision is not about setting a goal and mapping out the steps to achieve it. Our vision corresponds to the image we have of ourselves and the meaning we assign to our actions. Without a vision, we won’t be engaged and we won’t succeed in engaging others. For a leader, developing and communicating a vision is crucial. It gives meaning to employees’ work, especially in the face of rapid and constant change.

1. Developing your vision

To ensure it truly reflects who we are and motivates us, our vision must be built through constant and deep exploration of a direction. Steve Jobs’ vision (or rather, one of his multiple visions) was to make technology an everyday, easily accessible tool. He wasn’t necessarily a great engineer; his vision manifested through the design of his products: beautiful and as intuitive as possible.

Having a vision means understanding all its nuances. To help develop your vision, consider keeping an idea or vision journal. Record what you’ve accomplished, the qualities you’re proud of, and the goals you most want to achieve. From this, see where it all converges. Can you summarize in one sentence why you are proud of what you’ve done and why you want to do these things? If yes, there’s a strong chance that statement captures your vision.

Another visual technique is the “tree of life.” Draw a tree with roots, trunk, and branches. The roots represent where you come from, the formative events that shaped you, and what you need to keep growing. The trunk symbolizes your strengths, qualities, and knowledge. The branches represent your goals, projects, and dreams. This drawing helps visualize everything that builds and drives you, guiding you toward a clearer vision.

To give an example outside the business world, Professor Xavier in X-Men set out to create a school for mutants, but his vision, the impact he wanted to have, was to build a world where mutants are accepted and integrated into society. Having an idea is thinking “outside the box,” but having a vision allows us to break the box entirely and create a new one that fits us.

You can have a professional vision, a personal vision, or a vision encompassing all aspects of your life. Whatever the case, having a vision helps orient us in a specific direction and gives us the energy to pursue it. Building a vision is a process that unfolds over time. Microsoft’s vision, “Empower people through great software anytime, anyplace, and on any device,” is compelling. It shows how the company aims to contribute to the world and by what means. This provides a motivating vision beyond simply generating revenue.

2. Communicating your vision

A 2013 global Gallup study showed that 70% of employees were disengaged at work, making it crucial to give meaning to our team’s efforts. Communicating a vision, whether personal or organizational, has become a key role of leadership. But since a vision first and foremost must resonate with us, how can we inspire others, especially if it’s not their own vision?

First, embody your vision. Using Microsoft as an example, how can you communicate a vision of “empowering people” if you don’t feel empowered yourself? Much of communication is nonverbal: body language, posture, and tone of voice. It’s essential to internalize your vision first, which will make transmitting it far easier.

Second, anchor your vision in emotion. Employees should feel proud of their contributions to the company. Show them clearly how their work connects to the larger mission: it keeps them motivated and energized, especially during periods of change.

One client told me that after pushing his team for six months to develop a product ahead of competitors, the company decided to abandon the project. Naturally, the team was demotivated. By demonstrating how their work had advanced the company’s vision during those six months, he was able to re-engage and motivate them despite the project’s cancellation.

3. Aligning vision, strategy, and action

Communicating your vision alone isn’t always enough to motivate yourself or your team. Your vision must translate into concrete goals to measure progress. Seeing your progress helps maintain motivation despite challenges and changes. Transformation plans must therefore link directly to your vision, making it more tangible.

Another motivating factor is workspace design. Just as we embody our vision, our offices can too. Consider how Google transformed how we use the internet—their offices, which often resemble playgrounds, embody creativity, transformation, and freedom. Such an environment fuels innovation and turns a vision into a driving force.

Translating vision into action always carries risk. “Stuff happens,” as Americans say. Changes in the world or technology may shift your vision. But it’s crucial to distinguish between vision and strategy: your vision may span 10, 20, or more years, while strategies and action plans evolve much faster.

Sometimes, we may take a different path than initially planned. Our roadmap can’t be rigid, but we must be clear about what we are willing—or unwilling—to do in pursuit of our vision, and which values guide us.

How do you communicate your vision to motivate yourself and engage your team?