If you understand that a vision statement is important and long-term, you may go to great lengths to get it right. Perhaps even great expense. So the last thing you want to end up with is a vision statement that doesn’t even work. But here’s a fact: Just because you call it a vision doesn’t mean it actually works as a vision.
Let me help you avoid that undesirable scenario. After looking at hundreds of examples of corporate vision statements, I’ve concluded that there are at least four occasions where a so-called vision does not do what a vision is supposed to do.
Just because you call it a vision doesn’t mean it actually works as a vision.
Here they are… your four indications that a vision is not a vision:
Let’s break ’em down.
A vision statement should give you a clear picture of a future state. But it doesn’t do that when you use nebulous language, corporate lingo, or clichés.
For example, here’s the vision statement from Cigna:
“A better future built on the vitality of every individual and every community.”
A better future… how?
I like Cigna; I just hate that this is so broad-brushed. There are something like 30,000 adjectives in the English language. Surely we can do better than “better.”
Even this is slightly improved:
“Stronger communities built on the vitality of individuals.”
I do like the word “vitality.” Props to Cigna for that.
The more specific you can make your vision, the clearer it becomes. That’s because specific is half of what makes a message clear. And Clear is one of The 4 things that make a message work™.
A vision statement should be narrow enough in scope that it concentrates the efforts of your team on a well-defined target. If, on the other hand, it’s multifaceted, the message can get diluted or appear scatterbrained.
And even if your vision is focused, it may not feel like it — if you clutter it up with unnecessary words.
For example, here’s the vision statement from Sealed Air:
“To become a world-class sustainable and automated packaging solutions provider, partnering with our customers to solve their most critical food and protective packaging needs.”
This is 24 words long. Can people remember all this? Maybe, but we sure are making it hard on them.
What you actually have here is a vision statement in the first half, and a mission statement in the second half. Like so:
Vision: To become a world-class sustainable and automated packaging solutions provider.
Mission: Partner with our customers to solve their most critical food and protective packaging needs.
I still want to tighten those up, but don’t they feel better already? When you separate the two, ironically, they feel more “together.” The mission enables the vision. They’re complementary instead of convoluted.
Another example of an unfocused vision statement is this one from Novanta:
“We are a trusted partner for the world’s leading healthcare and industrial technology innovators and deliver innovations that matter—solutions that improve lives and advance human progress.”
This one’s 27 words. Are we going for the record here? This is another example of a vision/mission mashup. Again the simple adjustment:
Vision: To be a trusted partner for the world’s leading healthcare and industrial technology innovators.
Mission: Deliver innovations that improve lives and advance human progress.
That works much better.
Finally, there’s this vision statement from Wellspan Health:
“A Trusted Partner. Reimagining Healthcare. Inspired Health.”
This feels like three different taglines got dumped into the vision statement bucket. Which means it’s also guilty of condition number 4 below. Plus, these phrases are all clichés. Woof. Wellspan did not do well here.
The more single-minded you can make your vision, the easier it’ll be for people to remember it and keep it in front of them.
A vision statement should be high-minded, but not so high that it’s pie-in-the-sky. Yet some groups come up with visions that are exceptionally ambitious… to the point where they seem downright unrealistic. Or even delusional, some haters might say.
Now, let’s go ahead and argue the point. You could say that a vision is a direction, not a destination. That its only purpose is to inspire action toward an ultimate good. And if it accomplishes that, it doesn’t matter whether the vision ever becomes reality. After all, don’t we need audacious thinking in this world? Besides, the common expression is “mission accomplished,” not “vision accomplished.”
Yeah, I get all that. But I think we should draw a line between a fantasy and a goal. If the purpose of a vision is to motivate your team (and it should be), then what motivates best is a future they can actually attain. One that’s hard to attain, for sure… but still possible to attain.
It’s easy to pick on nonprofits here. And I know I shouldn’t. But I will anyway, just for purposes of illustration.
Here’s the vision statement of The Hunger Project:
“A world without hunger.”
I do like that this statement is unequivocal. But therein lies the problem. Wars happen. Natural disasters happen. Food shortages happen. And you’re going to stop all of that — worldwide — forever? I don’t believe you can. And disbelief is not a good starting point.
You’re always gonna have cynics; but for heaven’s sake, don’t give them an easy target.
Disbelief is not a good starting point.
Now here’s an interesting study in contrast: two organizations that are fighting hard to address homelessness.
One is the National Alliance to End Homelessness. Their vision statement:
“A future without homelessness.”
So again, that means anywhere across the entire nation, no matter what.
Compare that with Unity Housing of Johnson City, whose vision statement is as follows:
“A community where homelessness is rare, brief, and nonrecurring.”
The latter has two things going for it: One, scope: It’s a specific community rather than an entire country. Which automatically makes the goal at least conceivable. Two, reality: It acknowledges that homelessness happens; their aim is to minimize it.
So here we have two different promises: absolute eradication vs. practical minimization. The latter feels within reason — and within reach. It’s way easier to get on board with.
I do want to say something positive, though, about the National Alliance to End Homelessness. Their vision statement is built right into their name. How cool is that?
Of course, I’ve gotta get a for-profit example in here too: Averda. They’re a waste management and recycling company. Their vision statement is:
“A world without waste.”
Personally, I despise waste in any form, and I’m a fierce recycler. But I know some people don’t think twice about throwing a plastic bottle in the trash. And if you say anything about it, you might start an argument. So I’ve learned that I can’t change their behavior. And I don’t believe Averda can either.
In my opinion, however pure the intentions, organizations ought to acknowledge the limitations of what’s possible.
A vision should definitely make you reach. But it should not be entirely out of reach.
A vision should definitely make you reach. But it should not be entirely out of reach.
The Cambridge Dictionary says a vision is “an idea or image in your mind of what something could be like in the future.” Keyword: future. So if we’re not talking about the future, we’re not talking about a vision.
For example, Cone Health. They identify the following as their vision statement:
“A tradition of health and well-being is woven through the fabric of our communities.”
Now that’s just weird. It’s a sentimental statement. It’s passive. And not only is it not futuristic; it’s actually backwards-looking. How is that a vision? Answer: It’s not.
If we’re not talking about the future, we’re not talking about a vision.
Another example, from Endress + Hauser. Their vision statement:
“We are a successful family company. In laboratory and process automation, customers around the world trust our products, solutions and services to improve their processes, and thus their products, sustainably.”
Does that sound like a vision? Or does it sound like a press-release boilerplate?
Also, it’s longgg. 30 words! And it’s overstuffed with ideas. Simplification is sorely needed here.
Now you could derive a vision from this. For example:
Both of these are specific (and I would argue, measurable). However, I wouldn’t recommend #1 because it’s inward-looking and less motivating to non-family members.
You might argue with me: “But Sheperd, you’ve said that a vision should be attainable, and that once attained, it still needs to be maintained. So doesn’t Endress + Hauser’s vision take a maintaining perspective?”
Valid. But look at it again, man. Does that feel inspiring to you? I still think my proposed #2 above is better. Even if it’s already true, it sounds like something you’ve got to keep working on.
Before we look at the next example, let me remind you of some basic definitions: A vision is a state of being; a mission is the action that leads you to it. Or, the reverse: Mission is what you do; vision is what you become (as a result).
So now consider the vision statement from LinkedIn:
“Create economic opportunity for every member of the global workforce.”
Notice this is an action. Which means it sounds like a mission instead of a vision. Yet all you have to do is drop the word “create” and you turn it into a vision statement. You can say it doesn’t matter, but I’m always going to err on the side of precision. Which is to say, clarity.
In short, here are the characteristics of not-a-vision statements:
In my view, these are the top vision statement mistakes. And now that you know them, you can avoid them.
Let’s flip those four negatives into a simple vision statement diagnostic you can use. If you’re struggling with how to write a vision statement, let this be your guide.
Before you put a vision statement out there, make sure it can say yes to all the following:
If you get a no, you should be thinking, “Now I know how to improve my vision statement.”
Remember, a vision statement doesn’t succeed just because it’s labeled a vision statement. A vision succeeds when people can see it, remember it, believe it, and move toward it. So take those four questions above, and watch how this works:
A vision succeeds when people can see it, remember it, believe it, and move toward it.
Of course this is easy to say, not always easy to do. You get a limited number of words, and you’ve got to get them just right. And then you’ve got to get a bunch of execs to agree on them. That’s the fun part. And the part that really benefits from having Message Strategy Experts® on your side. Especially when you get access to a proven framework that makes it all make sense to everybody.
Do you envision having a memorable and motivational vision statement? Get yourself a counterpart for that.
