RGH Turning vision to reality - Ms book on vision

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Book on Vision in the Making
What the proposed book is all about:
Shaping Vision to Reality
by Rey G. Halili
INTRODUCTION
It is said that the Philippines as a whole suffer from a lack of vision. We are afraid that
this does not apply to us as individuals, for we as a people have many aspirations,
dreams, and wishes. As a child the most common question that I used to hear is “what
do you want to be when you grow up. My two-year old granddaughter replied to this
query by saying “I want to be a girl” Then sensing from the reaction of her mother and
audience she corrected herself “Noh, I want to be a lady,” not satisfied she said “I want
to be a ballet . . .shoes, a ballet dancer.”
No, we do not lack ambition nor we as a people lack the vision. Dr. Jose Rizal, our
National Hero in 1889 wrote an essay, entitled The Philippines a Century Hence by José
Rizal (Translated by Charles E. Derbyshire)
NOTE: This famous essay of Rizal entitled "Filipinas de cien años" was first published in
La Solidaridad, Madrid, between September 30, 1889, and February 1, 1890
“The Philippines, a Century Hence.” It is a vision of a progressive, “free” Filipinos and a
respected member of the human race. The driving force in the 100 years of local revolts

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against the Spanish rule was the vision of a free country. The Filipinos are doing well
abroad competing with the best entrepreneurs, executives, engineers, teachers, medical
practitioners, etc. because they are propelled by dreams and visions for themselves and
their families. Why do we see endless lines to foreign embassies, in spite of numerous
sad stories of tragedy that befall our OFWs. Is it not because they have dreams and
vision of a better life?
It seems therefore, that we should learn and learn hard and fast is how we can turn these
burning passion and dreams and shape it into visions and from visions into concrete
realities.
A Case for learning Envisioning Skills
If vision is as important to the success of leaders and their organizations as many
leadership experts suggest, effective methods for teaching visioning and determining
antecedents of visioning skill are critical future issues.
Recent research suggests that visioning is a skill that can be learned, but the researchers
disagree on the best learning model. Management consultant and author, Burt Nanus
describes a systematic approach that requires an assessment of barriers before the
visioning takes place. This method is ideal for some who need a directed study and can
approach visioning with a preconceived notion of what type of vision is realistic.
Nearly all management scholars who conducted surveys and tests on vision skills
and practices from 1994 to present day agree on its importance for effective leadership.
Although they argue over methodology and training paradigms, they agree that
"envisioning" is more than simple time or task management. While vision itself is a
hypothetical cognitive thought process that, at minimum, clarifies strategic
opportunities, envisioning skill can help individuals pull together beliefs, self images,
and resources that can enhance personal as well as organizational long-term goal setting.
Envisioning skill also comprises more than reading or attending seminars. All research
and testimonials indicate that commitment to vigilant practice is the best pathway to
making envisioning skill a powerful tool. When put to work in the real world, the
envisionment processes are perpetually adjusting and perfecting; so is the act of
acquiring and sharpening its skill.
The book delves with the human passion and how this passion is translated to dreams
and shaped into vision. Two case studies are contributed by visionary leaders who both
pass through the bitter-sweet adventures and saw these visions into living realities. It
described how vision takes its shape, placed into the furnace, shaped in the anvil of hard

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work, perseverance and determination and reshaped to meet the test and approval of
time.
This book presents also techniques of scenario planning and organizational learning to
guide the reader through the complex structure identifying and changing reality. It
introduces a new approach to mapping a strategic change process. It described the actual
strategic planning based on the experiences and learning in the National Strategic
Planning Process 2020 attempted by some leaders among the Bible based community in
the Philippines. While that may be technical in its approaches and may be construed as
for academicians, the materials laid down basic concepts and principles in mapping a
change process nationally, propelled by a nationally shared vision and a broad and long
term objectives covering the socio-political-religio subject.
The author, who have established a proven record of accomplishment for over 40 years
share, the insight, experiences, and recent researches on this most critical aspect of
shaping and influencing the future. His experiences in working and leading in the
corporate world as well as in non-profit organizations, churches and ministries and their
lucid and practical insights and doable action plans, makes thinking futures exciting,
easy and rewarding.
Rey G. Halili

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VisionMatching vision to
core needs
Focusing your vision
towards relevance
Passion the starting
point of vision
Knowing the shape
of your vision
The power of Vision
shared & processed
BUILDING
SCENARIOS
From Vision to
Strategic planning
Preparing your Core
Values and Beliefs
Strategic Plans to
Action Planning
Preparing your Core
Values and Beliefs
Visions Afreshed &
Enfleshed
Vision is a
Leaders' agenda
What is vision
What is a Godly vision
Why and benefits
How do we
develop vision
Preparing your
Vision Statement
Why Visions fails
to to take offPreparing your
Mission Statement
Why Visions
successfully
launched fails
Preparing your
Core Values and
Beliefs
VISION CASTING
PROCESS
SHAPING VISION
TO REALITY
Case Studies:
NATSTRAT 2020
FLOCK Mins Int’l
GCMTC
SHAPING YOUR VISION TO REALITY
What the Book is all about
(A Mind Mapping Presentation)
Copyright by Rey G. Halili

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TABLE OF CONTENTS
Foreword by
Preface
Introduction
Chapters
1. Vision distilled our dreams and give shapes to our aspiration
2. Visioning – a dance process of many steps
3. Really what is a vision and what does it do to us
4. Shaping vision to do-able realities
6. A force in people’s heart
7. Leaders personified – a product of vision
8. Organizational Renewal – Prologue to Visioning
9. Vision Casting Process
10. Developing Mission Statement
11. From Vision to Strategic Thinking
12. Strategic Plans to Action Planning
13. Visions Afresh and Enflesh
14. Some difficulties to anticipate
Case Studies: Philippine Evangelical Enterprise, Inc.
FLOCK Ministries International
National Strategic Planning Process 2020
Glossary and index
Guidelines, Worksheets and Forms
Diagrams and Flowcharts
References

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Slide 1: From the Book Shaping Vision to Reality Rey Halili, Josil Gonzales Met
Castillo, Moises Cuaresma, Redd Mateo
Slide 2: This is what the book is all about Vision/ System Mission/ installed Core values
Shared Shaping Structure To be Our Vision to Strategy Developed Built Reality Skills
People Required From vision/mission/core/values shared, strategy is developed and
analyses skills and type of people needed to build the structure to finally develop system
for implementation
Slide 3: SHAPING YOUR VISION TO REALITY What the Book is all about (A Mind
Mapping Presentation ) VISION CASTING Vision is a SHAPING VISION PROCESS
Leaders' agenda TO REALITY What is vision What is a Godly vision Passion the
starting Why and benefits BUILDING point of vision SCENARIOS How do we develop
vision Knowing the shape From Vision to of your vision Strategic planning Matching
vision to Strategic Plans to Vision Action Planning core needs Preparing your Preparing
your Core Visions Afreshed & Vision Statement The power of Vision Values and Beliefs
Enfleshed shared & processed Why Visions fails Preparing your to to take off Mission
Statement Case Studies: NATSTRAT 2020 Focusing your vision FLOCK Mins Int’l
Why Visions Preparing your towards relevance successfully GCMTC Core Values and
launched fails Beliefs Copyright by Rey G. Halili
Slide 4: System installed Vision/ Mission/ Core values Vision: Shared Defines where the
organization wants to be in the future. It reflects the optimistic view of the Structure
organization's To be future. Strategy Built Developed Values: Mission: Main values
protected by the organization Defines where the during the progression, organization is
going reflecting the now, basically organization's describing the culture and purpose, why
this priorities. organization exists. People Skills Required
Slide 5: Vision Statement A vision is a statement about what your organization wants to
become. It gives shape and direction to the organization’s future. A vision should stretch
the organization’s capabilities and image of itself. It should resonate with all members of
the organization and help them feel proud, excited, and part of something much bigger
than themselves. Mission or Purpose A precise description of what an organization does.
It should describe the business or ministry the organization is in. It is a definition of
“why” the organization exists currently. Each member of an organization should be able
to verbally express this mission. Core Values Value statements are grounded in values
and define how people want to behave with each other in the organization. They are
statements about how the organization will value its target group, constituencies, and
suppliers. Value statements describe actions which are the living enactment of the
fundamental values held by most individuals within the organization.
Slide 6: START Mission: "How will Values: you get there?" "Who are you?" IN
PURSUIT OF VISION Outcomes: Vision: "Are you "Where are there yet?" you going?"
Operationalizing Task & Schedules

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Now then against this background, two thousand years ago Jesus is talking about the mind! The human
being! And He says that faith is built in us by nature. We are hardwired for faith, hardwired for God! Faith
is like a grain of mustard seed, infinitely small to begin with … 10 billion neurons. Faith is the smallest
thing, the smallest concept. Faith is like a grain of mustard seed! It seems like nothing. It is the least and it
turns into the greatest power in the world! And that’s what we need to be hardwired for faith, hardwired
for God. It begins with mustard seed faith which comes to us in the form of an idea, a concept, or an
impulse.
It is very important that all of us have a connection with God. Or we are going to waste a lot of things that
are trying to happen within our minds through the impulse of the 10 billion neurons in the brain and God
is operative in all of this.
So in attending this study session, I visited the Salk Institute for the first time and that was very
interesting. I met Jonas Salk once, at a dinner. We never had a chance to develop a relationship, but I
learned an interesting insight to this great scientist. Jonas Salk is known as a scientist who believed he
could find a cure for polio. Now many young people might not even know what a devastating disease
polio is, that hit our country in the past century. When Jonas Salk shared his concepts of how a cure might
be developed, it was only an idea, a very tiny idea … a mustard seed thought. But he believed in it.
Everybody ridiculed him to begin with. Then other researchers said it would never work. Finally, after
some years, he was so discouraged and depressed that a colleague said, "Don't give up, Jonas, you need
to keep going. You know what you should do?" Jonas said, "No." "Get out of America for a while. Go to
Italy. Go to the Basilica of St. Francis of Assisi. That is a spiritual based facility that is unlike anything in the
world."
I was there myself only a year or two ago so I understand that great advice. Jonas Salk was not really
spiritual, but he thought, "I’ll do it. Perhaps it will help me." So he went to Italy, to the Basilica of St.
Francis and there, in that spiritual space of hills and valleys, he was alone and he had a transforming
spiritual experience. I have no doubt, and neither does he, that it was an encounter with God.
That spiritual experience impacted the mind of Jonas Salk and he came home knowing he would find a
cure for polio. He was a changed person. He was creatively inspired. He grabbed hold of that mustard
seed and the rest is history. He discovered a cure for polio!
When that happened Jonas Salk became the recipient of a great deal of money, hundreds of millions of
dollars, most of it from the March of Dimes, because that money was there for the discoverer of the cure
for polio. So Jonas Salk decided to use the money to build a Research Institute. He searched for a place
where he could build something so that other researchers could experience what he had in Assisi. It
brought him to the cliffs in La Jolla. As he looked down over the ocean, he felt it strongly again. He then
went to one of the greatest architects that time, Louis Kahn and brought him to La Jolla and told him, "I
want to build an institute here where doctors and scientists can come to study and explore the
undiscovered to really create new insights into reality."
Louis Kahn took the assignment and started to build the Institute, a huge place. Before it was finished,
Jonas Salk came to check it out. As he looked at the facility on which many millions had already been
spent he said, "It doesn’t work!" And Kahn said, "What do you mean, it doesn’t work?" Jonas Salk said
again, "It doesn’t work. I don’t feel it. Tear it down! Throw it away! Start over!"

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And then he took the architect Louis Kahn to the very edge of the cliff and said, "There is the canyon and
over there is the ocean. Stand here! Feel it! Do you feel it?" Kahn said, "Yes, I do." "Now start designing
with this feeling," was Salk’s challenge.
And Kahn built the building into two separate structures with a huge wide plaza which extends all the way
to the edge of the cliff and the water. I could feel it when I went there this week. And there is only one
sign. It does not say Salk Institute. Instead, as you approach the building and the plaza, there in the
marble of the sidewalk are these words written by Jonas Salk,
"Hope lies in dreams, in imagination,
and in the courage of those who dared to
make dreams into reality." (Jonas Salk)
Acknowledgement (by Rey Halili)
Mr. Josil Gonzales
FLOCK Ministries International
Ed Tan from Oklahoma
Mr. Eric Smith of OC International
Bishop Eff Tendero
Dr. Met Castillo
Mr. Redd Mateo of Genesis Travel
My wife, Dr. Annie Halili

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Introduction:
I TOO HAS A DREAM by RGHalili 1/8/96
Is it wrong to dream? Have you heard about how a security guard saved the life of his boss by warning
him not to take that plane which crushed because he dreamed of this plane tragedy. The boss life was
spared by that dream. He was so happy but soon realizes that his security guard cannot possibly dream
unless he slept on his post during his night’s beat. The dreamer guard lost his job. Be careful what you
do with your dream.
I was moved to tears when I watch and listen to the song in Les Miserables "I dream a dream "
(quote part of the song) Be careful of your dreams, It can be stolen
"I dream a dream" by Martin Luther King (Cite the dream and what happen to Martin Luther King. Your
dream can cost you your life
Dr. Jose Rizal
Bishop, Agustin (Jun) Vencer his dream on the global vision of student & Pilipino missionaries going into
many nations.
One actual dream that I could not forget. This happened before the explosion of Mt. Pinatubo which
devastated Pampanga and its neighboring provinces (Check internet on some facts ) I dream of When the
Bible Psa. 21 was erased from its pages.
Then I can stop to dream, for dreams, the best that I can ever think or imagine will be swallowed up by in
the glorious reality of the presence of the Lord.
Vision distilled our dreams and give shapes to our aspiration
Vision:
"Where are
you
going?"
Mission:
"How will
you get
there?"
Values:
"Who are
you?"
Outcomes:
"Are you
there yet?"
Operational
Task &
Schedules
IN
PURS
UIT
OF
VISI
ON
SSTTAA
RRTT

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Chapter 1
Vision – the language of leaders
Vision is a pre-requisite for leadership. One cannot lead without a vision of the future. Choosing to cast
your vision is the first critical leadership choice and thus begins the work of leadership. Vision is the
essential ingredient for a leader, both personally and for the organization you lead.
One of the first works of leadership is the casting of vision. Vision is a pre-requisite for leadership. One
cannot lead without a vision of the future. Show me a person with vision and I'll show you a future
leader
Leaders have vision. They share a dream and direction that other people want to share and follow. The
vision of leadership permeates the workplace and is manifested in the actions, beliefs, values and goals of
your organization’s leaders.
Vision helps leaders to:
 focuses energy for greater effectiveness,
 raises the standard of excellence,
 establishes meaning for today,
 gives hope for the future,
 brings unity to community,
 raises commitment level
 brings positive
My vision must be able to see into the future. It absolutely must be able to transcend not only my
lifetime, but also my benefit and personal ambitions.
"The very essence of leadership is that you have to have a vision. It's got to be a vision you articulate
clearly and forcefully on every occasion." --Theodore Hesburgh, President of the University of Notre
Dame
"There's nothing more demoralizing than a leader who can't clearly articulate why we're doing what
we're doing." --James Kouzes and Barry Posner

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Vision must be cultivated, defined and cast.
OBSERVE
CAREFULLY
IMPLEMENT
W/ CARE
SHARE
OPENLY
INCUBATE
CAREFULLY
VERBALIZE
CLEARLY
VISION
CASTING
Vision must be cultivated, defined and cast.

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SHAPING VISIONS TO REALITIES
"A true vision must provide a clear image of a desirable future, one which represents an achievable,
challenging and worthwhile long-range target toward which people can direct their energies."
A vision is a compelling image of the preferred future that sets out a group’s or organization’s
highest aspirations in clear, powerful, confident language. It is what futurist Clement Bezold calls “a future
for the heart.” Business guru Peter Senge puts it this way in his book The Fifth Discipline
A shared vision is not an idea. It is not even an important idea such as freedom, it is, rather, a
force in people’s hearts, a force of impressive power. It may be inspired by an idea, but once it goes
further—if it is compelling enough to acquire the support of more than one person—then it is no longer
an abstraction. It is palpable. People begin to see it as if it exists.
Visions motivate high achievement, because when people are really committed to a vision, they
will stretch themselves and their organizations to make it happen. Visions raise people’s personal
aspirations and provide a focus for collective activity. They create a ‘big picture’ of ‘where we are going’
that makes day-to-day activity more meaningful. People can be given more freedom to act independently
and creatively when they have a clear sense of direction and know the importance of their ‘piece’ in the
realization of the vision.
Leadership Through Vision
The ability to receive a vision from God, to develop a plan to see that vision come about and to guide
those around you through necessary change so that the vision becomes a reality is crucial to effective
leadership.
Regardless of what kind of organization you lead, or how large of a group you lead, bringing about
change by following a strategic plan to achieve a specified outcome is essential for building the kingdom
of God in your context.
Communication of a vision is the difficult process of inspiring others to see the future reality
which you see and to commit to making it happen. People are motivated by vision, not by need. Vision
empowers people only to the degree it is embraced. Recognize how visions spread Understand how
visions can die prematurely invites people to begin walking toward the vision because most of us are so
easily consumed by the pressing day to day necessities.

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Leadership requires having a vision from God, ability to get
people share and understand how your action plans connect to the
vision, and ability to communicate and motivate them to act on a
consistent day to day basis to bring about the impact your organization
desires.
The Burden of Nurturing a Vision
I was thinking today about great leaders and the way they affect the
lives of people for generations. These effects are sometimes not evident
until after the great leader is gone. That is very sad to me, because in my
mind that leader never does get to see how it all turns out. I suppose I'm
thinking of people like Dr. Jose Rizal, the Philippines National Hero, who
wrote two novels that inflamed the Filipinos to revolt against the
Spanish colonialist; Abraham Lincoln who began the process of freeing
the Blacks from slavery, yet never lived to see it happen. Or how about
Martin Luther King. Incredible changes have taken place all over our
country because of the stand he took and the leadership he possessed.
Yet, he too was killed before he could see the fruits.
The leader who's vision can see into the future, possess the ability to
effect the lives of people for generations.
Stories with Vision
Here are some selected stories from history that I thought exemplified
the qualities of high vision and leadership. Some consultants, myself
included, suggest that you use these kinds of examples to inspire
managers while they engage the difficult task of defining values and
mission (the key components of your vision). The stories can also be
used to remind the rank and file what others have done in the face of
difficulty and tribulation.
Use case studies of other companies with great caution. One of the most
common mistakes made in the envisioning process is the assumption
that one size fits all. Your vision should be a unique process that
addresses your own particular strengths and weaknesses. Since no two
organizations are exactly alike, then its a sure bet that your vision for the
future won't be either.
Leadership Vision Fundamentals
Sharing that vision with others in a way that compels them to act is the secret to a successful leadership
vision.
These are the fundamentals necessary for a vision that excites and motivates people to follow the leader.
The vision must:
 Clearly set organizational direction and purpose;
 Inspire loyalty and caring through the involvement of all employees;
Dr. Martin Luther King's
Vision for Freedom
Winston Churchill's Vision
of Victory
The Vision That Took Us to
The Moon
Steven Jobs's Desktop
Vision
Walt Disney's Happiest
Vision on Earth
Gene Roddenberry's Vision
for the Stars
Henri Dunant's Vision for
Humanity
Clara Barton's Vision of
Mercy

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 Display and reflect the unique strengths, culture, values, beliefs and direction of the organization;
 Inspire enthusiasm, belief, commitment and excitement in company members;
 Help employees believe that they are part of something bigger than themselves and their daily
work;
 Be regularly communicated and shared;
 Challenge people to outdo themselves, to stretch and reach.
Characteristics of a Successful Leadership Style
Much is written about what makes successful leaders. I will focus on the characteristics, traits and actions
that, I believe, are key.
 Choose to lead.
 Be the person others choose to follow.
 Provide vision for the future.
 Provide inspiration.
 Make other people feel important and appreciated.
 Live your values. Behave ethically.
 Set the pace through your expectations and example.
 Establish an environment of continuous improvement.
 Provide opportunities for people to grow, both personally and professionally.
 Care and act with compassion.
 Cultivate spouse and family relationships.
a vision for your
future,
a mission that
defines what
you are doing,
values that
shape your
actions,
strategies that
zero in on your
key success
approaches
goals and action
plans to guide
monthly actions
.
Flowchart
From Vision to
Action Plan

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Chapter 2
Visioning – a dance process of many steps
‘Lets Start from the very beginning’
We nowadays are often advised to “start with the end in mind.” Then work backwards to trace our road
to success. Julie Andrews in her successful Broadway musical which was made into movie The Sound of
Music,” sings, “Let us start from the very beginning. A very good place to start, when you sing you begin
with Do, Re, Mi. . .” I would likewise like to begin for a change with our passion as the starting point of
casting our vision.
Vision, after all is a product of our spiritual passion. Our inner drive that makes us to dream
dreams and create “miracles” not otherwise possible. Think of the many beautiful and creative invention
and achievements of man. Think and reflect again on the nature of your organization. Your vision and
mission statement. The missing ingredient towards attainment in all your quest could be the absence of a
spiritual passion.
Passionate spirituality is where it all starts. However, in the heat of the noon tide and the
weariness and attrition of the day to day struggle, the flame of passionate spirituality can be diminished
or extinguished. The discipline of personal passionate spirituality need to be more than intentional -
though that is an excellent place to start.
Our passion triggers the many good things in us. It helps us to face or selves, identity, the inner
prompting and aspirations and at the same time recognize our realities and urgent priorities.
Recapturing Our Spiritual Passion
 Renew spiritual and emotional reserves, through observing intimate times with God and having
personal retreats on a regular basis.
 Make intentional decisions which reflect his Lordship. Choose God’s priorities in your time
schedule. Learn to say “no.”
 Maintain physical health through diet, rest and exercise.
 Respond in immediate obedience to the prompting of the Spirit - however small.
 Develop mentoring relationships. Pray for and find a spiritual mentor to meet with on a regular
basis.
 Discover and use the gifts God has given you. Nurture the fruit of the Spirit despite your
circumstances.

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SHAPING VISIONS TO REALITIES
Characteristics of Powerful Visions
To be a force in people’s hearts, a vision must:
Be legitimate
A vision can never be imposed on an individual or group. To have emotional power, a vision must be
inwardly accepted as fully legitimate. This legitimacy can come from different sources, such as personal
involvement in shaping the vision, or high regard for the leader or group propounding the vision.
It should stretch beyond the limits of our current realities. It should push against the limits of
what people have assumed to be possible. The vision’s very boldness becomes a major source of its
power. Because the vision articulates a daring adventure with important outcomes, it gives people who
participate in it a sense of adventure and significance. It provides opportunities for ‘heroic’ activities in
which people can make important contributions and surpass what they thought were their personal
limits.
Renewal at the vision level can provide new direction and help galvanize action. A vision also
cannot reveal what opportunities or dangers the outside world has in store over the next few decades.
A vision statement is sometimes called a picture of your company in the future but it’s so much more
than that. Your vision statement is your inspiration, the framework for all your strategic planning.
A vision statement may apply to an entire company or to a single division of that company. Whether for
all or part of an organization, the vision statement answers the question, “Where do we want to go?”
What you are doing when creating a vision statement is articulating your dreams and hopes for your
business. It reminds you of what you are trying to build.
While a vision statement doesn’t tell you how you’re going to get there, it does set the direction for your
business planning. That’s why it’s important when crafting a vision statement to let your imagination go
and dare to dream – and why it’s important that a vision statement captures your passion.
Unlike the mission statement, a vision statement is for you and the other members of your company, not
for your customers or clients.
When writing a vision statement, your mission statement and your core competencies can be a valuable
starting point for articulating your values.
Some visions are personal, some are borne from the struggle to survive. Some visions save countries while
others find new ways of improving our daily lives. But the most important aspect of a vision is the person,
or people, who raise it up for others to see. While "envisioners" are characterized as the seekers and
wonderers, the vision itself must be grounded on the knowledge that all goals are attainable, if only one
can muster the focus in their lives to seek them out. -- Wyman
Effective leaders take time to cultivate vision from God and to help others embrace the vision as their
own. A shared vision energizes people to work together toward a desirable, challenging and worthwhile
target.
Vision works by posing a collective challenge, aligning people’s efforts so that they self-organize
without needing to be controlled, and generating a group spirit in which people acknowledge and

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appreciate each other’s contributions in moving toward the vision.
The characteristics of effective vision statement of highly effective organizations centered on
three principal themes:
 the mission or purpose;
 the strategy for achieving the mission;
 and the elements of the organizational culture necessary to achieving the mission and
supporting the strategy.
serious business
Developing a vision, mission and values is a serious business. It takes time . And commitment. But it is
worth it.
Dee Hock reckons that starting from scratch it takes a year to do it properly. We certainly recommend a
three day workshop for the top team – and then much consultation and further development to follow.
Of course, for an existing company there is much already in existence, though it might not be recognised,
and it might not be what you want!
Vision
A vision helps unite people towards a purpose. Creating and living a vision is the role of leaders in
organisations. They have to espouse it and help others to believe it.
Visions are aesthetic and moral, they come from within as well as outside.
According to Disney, a successful vision accomplishes six goals:
 gives a sense of the future
 guides decision making and strategy
 creates a shared purpose
 provides guidelines that determine behaviour
 inspires emotion
 connects to values
Mission
A mission statement is a unifying statement of what an organisation is in business to do. It is a key
reference point in the planning and implementation of change.
A mission statement is a description of the organisation's key purposes.
Values
Values are the beliefs of an organisation, the expression of what it stands for and how it will conduct
itself. Values are the core of an organisation's being. They underpin policies, objectives, procedures and
strategies because they provide an anchor and a reference point for all things that happen.

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And what about yourself?
Indeed. Just the same applies to yourself. You would not set out on a journey without a compass. Or a
map. Or a destination! So what about in life? Do you have a vision of your future, a mission in life? Have
you explicitly identified your personal values.
We have been working with groups and individuals for many years and always we seek to identify vision,
mission and values – and then integrate them between individual and organisation. A personal mission
statement. That gives you power.
We use a range of tools, including the balanced scorecard and Robert Dilts' neurological levels, together
with supportive questioning.
VISION AND VALUES
Your vision is defined by your values. Your values are those ideals that you cling to deeply - your core.
The best vision is derived from a core of integrity, where inner values are given expression via the vision.
Vision without values is chaotic. Values without vision is monastic. When values and vision match, a
leader is set in motion. Be careful in determining your values! Don’t mistake surface concerns with
underlying values.
Be consistent with the culture & values of the organization
The defining characteristic common to organizations was the intensity with which they managed
their cultures. They instilled a strong, explicit sense of mission and shared values - and they worked
constantly to reinforce deeply ingrained beliefs. Consistent, clear, and shared values affect personal and
organizational effectiveness. Organizational values serve as the underpinning that directs and sustains this
behavior. When people understand the desired culture - the values that support the purpose and
strategy – they know what is expected of them.
Values Statement are specific statement of belief or principle. Values may state what is believed
to be ‘good,’ important or true. Values may explain rules of conduct for the organization. Values guide
the organization in decision making; selecting its goals, objectives, strategies, tactics, activities, processes,
outputs, outcomes, impacts, etc.; and evaluating its performance. Vision will be shaped and reshaped in
the context of our culture and context, dreams and aspiration. Organizations crafted their values into
simple and powerful Values Statement and include that as part of their Vision, Mission Statement.
Be backed-up by a strategy and action plan
For your organization to achieve its vision, there must be a pronounced strategy to give the
operational logic for what the organization hopes to achieve. Strategy defines the organization and the
distinctive competence that it has or plans to develop.
Purpose and strategy alone does not have the power to enhance performance unless they lead us
into into action, policy, and task related behavioral guidelines. Strategic plan often includes an analysis
of an organization’s strengths and weaknesses and of the opportunities and threats presented by the
external environment. There are clear distinctions between strategic plans and visions: whereas, for
instance, the former are directional and work towards the future, visions are end-slate oriented and work
backwards from the future.

20
A good vision:
 Catches a glimpse of reality
 Sets standards of excellence
 Clarifies purpose and direction
 Inspires people and organizations
 Empowers people and focuses their work efforts
 Challenges people and organizations to grow and relate their personal career and
development.
 Bridges the present and the future
CASTING YOUR VISION
Choosing to cast your vision is the first critical leadership choice and thus begins the work of leadership.
Here are the works of vision casting:
Verbalize clearly - if you can't say it clearly, you don't know it completely. You may think that the vision
makes sense, but your mind will fill in the holes of the vision without you being aware. When you
verbalize the vision, you’ve taken the important step of examining the holes and resolving them – for
yourself and for others.
Incubate carefully - once your learned how to say it, let it sit. Let it stew. Let it incubate. Incubation
happens when you warm the vision. You warm the vision by holding it next to the heat of your values,
ideas, other readings, research, etc.
Share conspicuously -- talk to your trusted friends, what do they say about your vision. Internal thoughts
allow us to see only so far. We must make use of others' eyes. This kind of sharing is different than
casting the vision so that others buy into it.
Implement cautiously - what are the first steps I should take to make the vision a reality. Look before you
leap, but make sure you do some leaping! Casting your vision requires an element of risk, but don’t waste
your vision by implementing haphazardly.
Observe carefully - who and what are around me are available to help me fulfill this vision? Also, who in
the organization will oppose the vision and why? Observation helps you think through the strategies for
implementation.
Never Give Up! - if you have cultivated a vision, never, never, never, never give up! The number one
strategy for casting vision is to be persistent. Most visions are worthy of manifestation, but many go
unrealized because leaders give up too early. Remember, the road is never crowded on the second mile.
WORK ON YOUR VISION
Vision is THE essential ingredient for a leader, both personally and for the organization you lead. As
Kouzes and Posner put it in The Leadership Challenge: "Visions are like lenses. They focus unrefracted
rays of light. They enable everyone concerned with an enterprise to see more clearly what is ahead of
them." Many potential leaders miss out on the rewards of becoming a leader because they lack vision.
Their lives are unfocused.

21
Vision
Shared
Strategy
Developed
Structure
To be
Built
Skills
Required
People
System
installed
From vision
shared, strategy is
developed and moves to
preparing the structure
with analysis of skills and
people to finally develop
system for
implementation
But this lack of focus hurts not only them, but those around them. Again, K & P put it well: "The vision of
an organization acts as its magnetic north." SmartLeaders do not waste their lives on directionless activity
rather they invest in a vision with purpose --providing the vision for their families, teams, groups, and
companies.
One last thing, a vision caster requires a vision catcher, but that's the subject of the next article, the third
work of leadership: inviting others to join you!

22
CULTIVATING A VISION
Where does vision come from? Vision can flow from a number of sources:
- Experience: Because of what I have learned from the past, I have a vision for the future.
- Inspiration: Because of an imaginative or spiritual spark, I have a vision for the future.
- Analysis: Because of my analytical study, I have a vision for the future.
The key point on vision is that it is unique to every leader. My vision must be cultivated out of
experience, inspiration or analysis. If you borrow a vision, you are simply managing another person’s
vision, you are not leading. To borrow a vision is to fail to lead.
Vision often arises at just the right time. Therefore there are environmental factors related to vision.
These environmental factors may include a conflict, an opportunity, a crisis, or a need. When confronted
with one of these factors, a leader steps forth to offer vision and direction. In fact, the leader knows that
such circumstances are ripe for vision, because people have a more urgent need for clear direction,
guidance, and purpose during such trying times. The manager squelches trying times because she sees
such times as interruptions in “business as usual.” Leaders value trying times because such interruptions
are opportunities to get below business as usual and chart a new and better course.
VISION WAITS ON YOU
Once a person cultivates a vision there are only two options: containment or casting. A person who
cultivates a vision but then contains that vision has failed to step into the leadership arena. Because her
vision will affect only herself, she has chosen to accept mediocrity (and most likely will never be able to
cultivate future visions). A person who cultivates a vision and then casts that vision has started a
leadership journey into the unknown. The leadership journey promises not only growth and fulfillment
but most likely the accomplishment of the vision.
Guides in the process:
1. Live out the vision personally.
2. Speak with personal conviction and heart-felt enthusiasm.
3. Be positive.
4. Use a variety of settings to communicate.
5. Appeal to common values and beliefs.
6. Use images and examples. Tell stories to make the vision and values come alive.
7. Reduce the core of the vision down to a few sentences.
8. Use "we" as much as possible (rather than "I").
9. Communicate ideas in several stages.
10. Balance advocacy and inquiry
11. Vision must be communicated effectively over time.

23
Chapter 3
Developing a mission statement
MISSION
A statement that specifies an organization’s ongoing work, circumscribes its role and delineates its
responsibilities to achieve its vision.
A clear mission statement defines an organization’s role by listing the general types of activities that the
organization will undertake to achieve their vision.
Peter Drucker's three "musts" of a successful mission
1 What is the organization’s role in the achievement of its vision?
2 What will be its settings for action?
3 What are the organization’s key capabilities and areas of expertise
Questions to evaluate your mission statement
1 Does it fit within the vision and
2 Does it clarify the purpose of the organization?
3 Does it identify your ministry focus group?
4 Does it clarify the needs you seek to meet?
5 Does it identify 3-5 key ministry areas, describing how the mission will be
accomplished?
Checklist in writing a mission statememt:
1. Identify key words which describe why the organization exists.
2. Reflect on core values.
5. Assess your present situation
6. Determine your primary focus group
7. Formulate a culturally relevant philosophy of your organization.
8. Draft a potential mission statement for your organization
25-30 words.
9. Evaluate and rewrite your mission statement.
10. Popularize your mission statement in 5-10 words.
Goals
Once we have clarified our aspirations for the future we want to create (vision) and identified our role in
achieving this vision (mission); the next step in a systematic planing process is to establish specific goals.
In specifying goals, the key is to constantly relate them to the vision and mission. Without having a basis
in vision, goals often discount the future and are merely reactions to current circumstances without
leading to any larger purpose.
Goals are specific tasks to fulfill the mission. They need to be feasible and accomplishable within a
specific period of time. They need to be well-defined and have set schedules for completion. Most
organizations are familiar with setting goals, but it is extremely important to set goals that align with the
mission and vision. This is a difficult task, but if done correctly, the future can be married to the present.
And this is the goal—to extend our conception of the present to include the future.

24
Values:
"Who are you?"
Core values describe the unique way people in an organization work and relate to one another. People
and their organizations behave in ways which are generally consistent with their core values. Core values
are validated only through behavior. A stated value which is not backed by behavior is an aspiration or
preference, not a value.
Most conflict is the result of differing values. Most strategic planning fails because values are not
articulated early enough.
Core values
Core values are the 5-7 key statements which reflect the distinctive of a church. They describe the unique
way which people in the church do its work and how they relate to each other in that work.
Action Points
1 Identify important scriptural concepts which influence how you carry out your church's
ministry.
2 Begin to write a list of potential core values.
3 Make sure each statement can be easily translated into actions.
4 Group similar statements together; highlight the ones which are most important.
5 Write a tentative list of 4-7 core values.
6 Check for completeness.
7 Does your list of core values reflect all essential facets of your church life and ministry?
8 Describe the specific behaviors which will demonstrate each core value in action.

25
Chapter 4
Really what is a vision and what does it do to us

27
Chapter 4
Shaping vision to doable realities
Vision Renewal
"In everyone of the growing, healthy churches I have studied, there is a discernible link between the
spiritual and numerical growth of those congregations and the existence, articulation and widespread
ownership of God's vision for ministry by the leaders and participants of the church. Conversely, there is
invariably a clear absence of vision in those congregations in which there is neither spiritual nor numerical
growth taking place. Rarely in my research do I find such overt, black and white relationships."
George Barna, The Power of Vision
 Healthy churches grow and multiply. They reproduce disciples, leaders and churches in loving
obedience to Jesus Christ. If a church is not growing, there is something wrong or unhealthy in her.
We see this principle in God's creation. We don't beg a plant to grow if it is healthy; it grows all by
itself. The church is compared to a body when functioning properly as a healthy body, it grows. Non
growing churches need to admit that they are sick. Ask the help of the Great Physician, Jesus Christ,
apply "therapy process".
 Real growth is God-caused not man-made (ICor. 3:6-7, Mk 4:26-29). It is not artificial but a genuine
work of the Holy Spirit when we put into practice solid-biblical principles for growth in our churches.
God has already laid in every local church everything needed for growth. When these potentials are
discovered, developed and released, then growth occurs supernaturally.
 Healthy Churches have a vision! This is nothing new. But, where does the vision come from? Some
suggest from the Pastor or leadership team. They cast the vision and convince or entice the people
to follow. Others suggest it should come from the people. Actually, however, it is God's vision the
church needs not the pastor's or the leadership's. The church's vision must come from God.
 Healthy Churches have a vision given by God! But there is more. Does God only speak to pastors or
leaders or does He speak to all members of the body? The scriptures make clear the priesthood of
all believers. God speaks to the entire body! As the entire body listens, they can know God's vision
for their ministry. When they discover it collectively, they own it and develop a passion to see it
realized. Therefore...
 Healthy Churches have a vision given by God, received and owned by all. The greatest thing a pastor
or leader can do for the people is lead them in a discovery of the destiny God has for them. How can
this be done? The Vision Renewal uses many methods to involve the entire congregation.
 Healthy Churches have a vision given by God, received and owned by all, and effectively
implemented. Churches can have the right vision but still not accomplish it. Vision Renewal provides
an easy-to-follow structure that the leadership can use to monitor progress and sharpen the
church's effectiveness.
A suggested process of conducting
Organizational Renewal
A dynamic new process for casting visions, organizational renewal opens the way for people to work
together in spite of differences of opinion, varying status, job, gender, and culture or ethnic background.
The focus is discovering common ground and not problems solving.

28
Some of the most dramatic results have come from the various stakeholders who have dialogue
and together see new possibilities. The process mobilizes people and resources while unleashing new
creativity and energy. People who may have worshipped next to each other for years discover what
unites them and in the process build relationships, trust and an exciting image of their shared future.
Combined with a Future Search Conference it can transform an organization’s ability to;
Expected Outcomes and Benefits
 Unleash creativity
 Strengthen/Form new relationships in the church
 Discover common ground - shared vision
 Develop short term action steps
 Literally act out preferred future. Allowing people to experience their dream and literally
step into their preferred future.
 Jointly decide on a long-range action plan based on this dream.
What is the VISION RENEWAL process?
Vision renewal is a discovery process for churches to follow when they are not crystal clear on what
God wants them to do and how he wants them to proceed.
Just as a lack of direction in our personal lives can open us to greater dependence on God, so too a church
experiencing vision uncertainty can have a renewed interest and passion to wait on God and discover His
will. Consequently such uncertainty is not to be feared. Rather, it is an opportunity for the church to hear
what God is saying in a fresh new way. At such times the church is much more willing to face itself
honestly allowing the Holy Spirit to move with power. It is actually an opportunity for the church to hear
from God in a fresh new way. In fact, hearing from God is a necessity if aggressive future ministry is to be
realized.
Why is VISION RENEWAL an important tool for the average church?
Few churches have a clear ministry vision. Consequently they lack focus and enthusiasm in their
ministries. In an effort to remedy their situation they often try to create a vision rather than discovering
the one that God has for them. VISION RENEWAL offers a way for churches to listen to God collectively and
discover His agenda, and the future He has for them. The result is a focused church with a realistic vision
that makes a Kingdom impact.
The Vision Renewal process provides a way for the entire church to face themselves, listen to God,
each other and the community and discover exactly what He wants them to do. The result is a vision
and plan rooted in reality and embraced by all.

29
How does VISION RENEWAL enable the church to realize the future God has for it?
Vision renewal provides a way for the entire church' to discover together the Holy Spirit's agenda for them
and their ministry. It allows the people and their leaders to listen to what God is saying and then organize
themselves to do it.
It leads the church step by step to a discovery of God's VISION for them by:
1 Calling them to face the truth about themselves and their community.
2 Calling them to pray for God's direction and leading.
3 Providing a congregational forum for the entire church to participate in recognizing Gods leading. (Vision
and Goals).
With clear vision and goals, VISION RENEWAL helps the church PLAN by coaching them in developing practical ways
to accomplish the goals God has given.
Lastly, VISION RENEWAL assists the church in translating their plan into MINISTRY.
How does the VISION RENEWAL process insure congregational ownership?
VISION RENEWAL insures congregational ownership by using tools that require the congregation to see and own
their needs, realize their opportunities and identify their vision.
How long does the VISION RENEWAL process take?
Once (the church has approved the VISION RENEWAL track, the entire process takes thirty two weeks. This timeline
may be extended if a church is in pastoral transition, or shortened if many of the stages have already been
completed.
The biggest question many churches have at this point is, "We don't have time. We need to do something now!"
Churches are advised not move more quickly than suggested even if they feel they can do so. It takes time to work
through the information that will be gathered. If the church moves too quickly, they will not own the conclusions.
Also, churches are advised not to 'skip' any of the steps in the interests of time. Each step is there for a reason and
each "20/20 Update" has a purpose. If you become selective, you may jeopardize your results. Spending less time
may be a waste of time.
Who implements the VISION RENEWAL process?
The majority of work is carried out by a 20/20 Team, approved by the church, under the guidance of a 'coaching'
leader. However, their work is of little value unless the congregation as a whole is included and valued in all
decisions.
Coach - The coach gives supportive leadership to the entire process. The coach can be a denominational leader or
a lay facilitator who understands the process and has the respect of the congregation. He must have no agenda of
his own and possess a commitment to help the church discover the Holy Spirit's agenda for them. He orients
those participating in the process and is the unbiased chairperson of all Congregational Discovery Sessions. (If the
Coach is from the church, he should be the leader of the 20/20 Team.)

30
20/20 Team - The 20/20 Team gathers information from the church and community by listening, organizes it in a
meaningful way and shares it with the church. Like a mirror, the team reflects as accurately as possible, in an
unbiased manner, exactly what the people have said. It does not 'tell' the church what its vision should be or even
recommend one, rather it helps the church focus its vision and define the kind of plans required to carry out that
vision. It is selected by the church and responsible to the church for the process. The 20/20 Team is usually
composed of one person from the church board and four or five members at large.
Leadership Board - The Leadership Board must understand the process and be responsible to recommend it to the
membership. They must insure the VISION RENEWAL process is funded and adjust the church calendar so other
events do not conflict with it.
CONGREGATION - THE CONGREGATION MUST PRAYERFULLY CONSIDER ALL THE ISSUES AND INFORMATION BROUGHT TO THEM BY THE
20/20 TEAM. THROUGH THE FOUR CONGREGATIONAL DISCOVERY SESSIONS THE PEOPLE HAVE OPPORTUNITIES FOR LISTENING,
SHARING AND REFLECTING. AFTER DISCUSSION AND PRAYER WITH EACH OTHER, THE CONGREGATION WILL MAKE DECISIONS ON THE
BASIS OF THE LEADING OF THE HOLY SPIRIT.

31
PURPOSE AND VALUES SURVEYS
The Purpose and Values Surveys contain a series of questions designed to remind the congregation of its
purpose and enable it to communicate its values. Unless the church understands what it values, it will not be
able to articulate a realistic Philosophy of Ministry. Facilitating a discussion and affirmation of corporate
values in the congregation results in a Purpose and Philosophy of Ministry that belongs to them and is not just
something handed down from the leadership in which they have had little, if any, input.
Part I - Reflect On An Influential Church You Once Attended
A. Circle up to ten things you really liked about this church. (Add if you wish.)
1. Good Music 10. Program for family 19. Bible Teaching
2. Community Outreach 11. Hospitality 20. Altar Calls
3. Practical Preaching 12. Emphasis on Prayer 21. People My Age
4. Meaningful Worship 13. Equipping For Ministry 22. Small
5. Friendly 14. Concern For Lost 23. Big
6. Location 15. Strong Caring Leadership 24. Mid Size
7. Care Groups 16. Clear Purpose 25. ________
8. Accepting and Caring 17. Valued Lay Involvement 26 .________
9. Missions Emphasis 18. Gift Based Ministry
B. Following this church as an example, what do we need in our church now ?
1. Good Music 10. Programming for family 19. Bible Teaching
2. Community Outreach 11. Hospitality 20. Altar Calls
3. Practical Preaching 12. Emphasis on Prayer 21. People My Age
4. Meaningful Worship 13. Equipping For Ministry 22. _______
community surveys
Community Surveys provide a way for the church to listen to its community. Often the church is so busy
"doing" that it fails to listen to those it is trying to reach. Hearing the cry of the people and witnessing their
lostness rarely fails to move hearts to once again realize they have "Good News" to offer a dying world.
Discussing the findings in open meetings enables the church to understand its opportunity and responsibility.
Because they have discovered it, they believe and own it.
1. Are you an active member of a local church? Y - N Attend: Y -N Church: _____
2. What do you think is the greatest need that people have in our community? (Something the
church needs to address)
3. Do you think most people would consider putting their children in a church children's club or
Family Sunday School program? __ Yes __ No __ Maybe
4. What do you think are the greatest frustrations that people feel in this community?`
__ loneliness __ lack of significance __ lack of child care
__ marriage relationship __ lack of purpose __ guilt
__ relationships with family __ spiritual emptiness __ raising family

32
THESE TOOLS, COMBINED WITH A PROPER PROCESS, ALLOW THE CONGREGATION TO KNOW THE TRUTH ABOUT THEMSELVES AND THEIR
COMMUNITY. KNOWING AND OWNING WHAT "ALLOWS THE HOLY SPIRIT TO LEAD IN DISCOVERING WHAT "SHOULD BE". THE RESULT IS
GOD'S VISION COMMITTED TO AND OWNED BY THE ENTIRE CHURCH.

33
ministry assessment questionnaires
These tools allow a church to "take a picture" of itself on any given Sunday morning. They permit the
congregation's members to express their feelings on their church's ministry confidently and confidentially.
Everything from prayer, to organization and evangelism is covered. A church should select the Questionnaire
most appropriate to its style of ministry.
Worship
1 We have a sense of enjoying good worship together and a desire to work at it.
2 We focus on the "function" of worship and not just its "forms" (free to use various forms)
3 Our worship together produces a greater love for the Lord that results in a desire for personal witness.
4 Our preaching gives us a clear understanding of what God's Word is calling us to do or not to do.
5 Our style of music is balanced to the age groups and needs within our church.
6 Our people experience and share God's working in their lives and regular answers to prayer.
7 Prayer is practiced as an important part of the life and worship of the congregation
The congregation's responses are then processed through custom designed software, showing visually the
congregation's feelings. The results make possible significant congregational discussion and evaluation. In the end
;Weak Strong :
: 1 2 3 4 5
6 ;

34
Chapter 5
The power of vision processed and shared

35
Chapter 6
A force in people’s heart

36
Chapter 7
Leaders personified – a product of vision
Finding people with bold vision. A culture of shared strategy, with management visions complemented
and ultimately reshaped by grassroots innovation, demands a consistent emphasis on finding people with the
right psychological makeup for the resulting culture of autonomous action and assertiveness. Ken Lay sometimes
described the challenge as finding a "game-breaking player" in each key job. As Hamel puts it, "You can't build a
forever-restless, opportunity-seeking company unless you're willing to hire forever-restless, opportunity-seeking
individuals."
Defining the boundaries of your business very broadly so that new ideas aren't rejected out of hand as
being "not what we do around here." To be sure, balance is important--Hamel, after all, is the co-author of the
whole notion of core competencies--but a constantly-shifting strategy will inevitably test the limits of whatever
boundaries an organization tries to set up. Internally, this means bashing away at stovepipes until organizations
create "fluid organizational boundaries" within their walls.
John Kotter’s 8-Step Change Process
A Fast Guide from The Leadership Hub
Professor John Kotter was named by BusinessWeek magazine, in a poll of US managers, as ‘The Number 1
leadership and change guru’.

37
His
1. create a sense of urgency
2. put together a strong enough team to direct the process
3. create an appropriate vision
4. communicate that vision broadly
5. empower employees to act on the vision
6. produce sufficient short-term results to give their efforts credibility and to disempower the cynics
7. build momentum and use that momentum to tackle tougher change problems and
8. anchor the new behaviour in the organisational culture
“Each of these actions takes time. Step 1. alone, pushing up the level of urgency, may take months in a
complacent organisation of any size. Formulating an appropriate vision or strategy may be done in weeks. But, it
often requires 12 or even 24 months.
8.
Institutionalise
changes
7.
Consolidate
improvements
6.
Plan for and
Create short -
term wins 5.
Empower
others
4.
Communicate
the vision
3.
Create a
vision
2.
Form a
powerful
coalition
1.
Establish a
sense of
urgency
Kotter Õs 8
Steps for
Managing
Change
Articulate a powerful rationale
and business case for change
Assemble a team with
enough power & influence
in the organisation to lead
the change effort
Create a
compelling vision
of the future to
guide the
direction of the
change
Use every possible
vehicle to
communicate the
vision. Role -model
new behaviours
Remove obstacles to the change. Change
systems, or structures that undermine the
vision
Plan visible quick -wins.
Implement and recognise
and reward employees
involved
Use credibility to
change policies &
procedures that
don Õt fit vision.
Recruit and
promote
employees who
can implement
vision
Continually articulate the
connections between
the new way of working
and corporate success.
Weave new corporate
style / culture into
leadership development
and succession planning
8-Step Change Process is widely used for transformational top-down change initiatives by
large organizations.
“In the most successful change efforts, leaders move through eight complicated stages,” says
Professor Kotter, “in which they

38
So, how do I use this model to lead change ?
Each stage of John Kotter’s 8-Step Model is explained a little more fully, with some examples, on his website
called The Heart of Change. Click on the site link, http://www.theheartofchange.com . Then, once in the site, click
on ‘The 8 Steps’. There are other useful examples from the book of the same name on the site, and a change
insight tool you might find useful.
Further Kotter resources: Kotter’s Harvard Business Review Article Leading Change: Why Transformation Efforts
Fail. Click on the link here http://snipurl.com/whychangefails if you wish to download. Harvard charge a few
dollars for this. The article goes into the 8 Stages.
SOURCE: This Hub Fast Guide was put together for The Leadership Hub Community www.TheLeadershipHub.com
by Hub members Phil Dourado www.PhilDourado.com and Joe Espana www.performance-equations.co.uk
Core Values
START: create a
sense of urgency
produce short-
term results to
disempower
the cynics
build
momentum to
tackle tougher
change
problems
put a strong
enough team
to direct the
process
create an
appropriate
vision
communicate
that vision
broadly
empower
employees to
act on the
vision
anchor the
new behaviour
in the
organisational
culture
Professor
John Kotter’s
8-Step Change
Process to transform
organization

39
Values are traits or qualities that are considered worthwhile; they represent an individual’s highest priorities and
deeply held driving forces. (Values are also known as core values and as governing values; they all refer to the
same sentiment.)
Value statements are grounded in values and define how people want to behave with each other in the
organization. They are statements about how the organization will value customers, suppliers, and the internal
community. Value statements describe actions which are the living enactment of the fundamental values held by
most individuals within the organization.
The values of each of the individuals in your workplace, along with their experience, upbringing, and so on, meld
together to form your corporate culture. The values of your senior leaders are especially important in the
development of your culture.
These leaders have a lot of power in your organization to set the course and environment and they have selected
the staff for your workplace.
If you think about your own life, your values form the cornerstones for all you do and accomplish. They define
where you spend your time, if you are truly living your values. Each of you makes choices in life according to your
most important four – ten values. Why not take the time to identify what is most important to you and to your
organization.
Why Identify and Establish Values?
Effective organizations identify and develop a clear, concise and shared meaning of values/beliefs, priorities, and
direction so that everyone understands and can contribute. Once defined, values impact every aspect of your
organization. You must support and nurture this impact or identifying values will have been a wasted exercise.
People will feel fooled and misled unless they see the impact of the exercise within your organization. If you want
the values you identify to have an impact, the following must occur.
 People demonstrate and model their values in action in their personal work behaviors, decision making,
contribution, and interpersonal interaction.
 Organizational values help each person establish priorities in their daily work life.
 Values guide every decision that is made once the organization has cooperatively created the values and
the value statements.
 Rewards and recognition within the organization are
structured to recognize those people whose work
embodies the values the organization embraced.
 Organizational goals are grounded in the identified values.
Adoption of the values and the behaviors that result is
recognized in regular performance feedback.
 People hire and promote individuals whose outlook and
actions are congruent with the values.
 Only the active participation of all members of the
organization will ensure a truly organization-wide, value-
based, shared culture.
Although important aspects of your life and attention, these are
not values: family, church, professionalism. If you define what you
value about each of these, you are identifying the core value. As an
example, the core value in family might be close relationships; in
church, spirituality.
The following are examples of
values: ambition, competency,
individuality, equality, integrity,
service, responsibility, accuracy,
respect, dedication, diversity,
improvement, enjoyment/fun,
loyalty, credibility, honesty,
innovativeness, teamwork,
excellence, accountability,
empowerment, quality, efficiency,
dignity, collaboration, stewardship,
empathy, accomplishment, courage,
wisdom, independence, security,
challenge, influence, learning,
compassion, friendliness,
discipline/order, generosity,
persistence, optimism, dependability,
flexibility.

40
Chapter 8
Organizational Renewal – Prologue to Visioning
Organizational renewal is basically taking a look at our vision in our quest to deepen and broaden our essential
growth.
Why vision renewal in our quest for essential growth in our church?
Few churches have a clear ministry vision. Consequently they lack focus and enthusiasm in their ministries. In
an effort to remedy their situation they often try to create a vision rather than discovering the one that God has
for them.
Vision renewal is an important process for the average church?
•Vision Renewal Process (VRP)
provides an easy-to-follow structure that the leadership can use to monitor progress and sharpen the
church's effectiveness.
•Healthy Churches have a vision! This is nothing new. But, where does the vision come from? Some suggest
from the Pastor or leadership team. Actually, however, it is God's vision the church needs not the pastor's or
the leadership's.
•Healthy Churches have a vision given by God, received and owned by all. What is the Vision Renewal Process?
What is the Vision Renewal What is the Vision Renewal Process?
Vision renewal is a discovery process for churches to follow when they are not crystal clear on what God wants
them to do and how he wants them to proceed. Such uncertainty is not to be feared. Rather, it is an opportunity
for the church to hear what God is saying in a fresh new way.
•
The greatest thing a pastor and leaders can do for the people is lead them in a discovery of the destiny God has
for them.
•
The church's vision must come from God.
Healthy Churches have a vision given by God, received and owned by all.
The greatest thing a pastor and leaders can do for the people is lead them in a discovery of the destiny God has
for them.

41
• What is the Vision Renewal Process?
Vision renewal is a discovery process for churches to follow when they are not crystal clear on what God wants
them to do and how he wants them to proceed. Such uncertainty is not to be feared. Rather, it is an
opportunity for the church to hear what God is saying in a fresh new way.
The Vision Renewal Process provides a way for the entire church to face themselves, listen to God, each other
and the community and discover exactly what He wants them to do. The result is a vision and plan rooted in
reality and embraced by all.
Vision Renewal Process
provides a way for the entire church' to discover together the Holy Spirit's agenda for them and their
ministry. It leads the church step by step to a discovery of God's VISION for them by:
Lastly, vision renewal assists the church in translating their plan into MINISTRY.
Growth churches have a vision given by God, received and owned by all, and effectively implemented.
How does the vision renewal process insure congregational ownership?
Vision Renewal Process insures congregational ownership by using tools that require the congregation
to see and own their needs, realize their opportunities and identify their vision.
How long does the vision renewal process take?
Once (the church has approved the vision renewal track, the entire process takes
thirty two weeks. This timeline may be extended if a church is in pastoral transition, or shortened
if many of the stages have already been completed.
Who implements the vision renewal process?
The majority of work is carried out by a VRP Team, approved by the church, under the
guidance of a ‘coaching' leader. However, their work is of little value unless the congregation
as a whole is included and valued in all decisions.
Leadership Board –
Understand the process Responsible to recommend it to the membership.
Insure the VRP is funded
Adjust the church calendar so other events do not conflict with it.
Congregation –
Prayerfully consider all the issues and information brought to them by the VRP Team .
Through the four Congregational
Discovery Sessions listen, share and reflect.
Make decisions on the basis of the leading of the Holy Spirit.
VRP Team –
Gathers information from the church and community by listening, Organizes it in a meaningful way

42
and shares it with the church.
Like a mirror, reflects as accurately as possible, in an unbiased manner, exactly what the people
have said.
The VRP Team is usually composed of two person from the church board and four or five members at large.
Coach –
The coach can be a denominational leader or a lay facilitator who understands the process
Has the respect of the congregation.
He may be a member of the congregation or an outsider.
He must have no agenda of his own Possess a commitment to help the church discover the Holy
Spirit's agenda for them.
Step6 Conduct another survey after 8-12 Mos
Implement Change Dynamics
• Change occur all around us
• Methods and systems change but not theology and principles
• No growth without change; no change without pain
• Change for growth requirescourage
• God works through the church to facilitate change
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43
Define your
current
Situation
Seek for
the
Lord’s
Perceive
Plan for
you
Draft your
vision/
Mission
Statement
Prepare
Action
Plan &
general
Schedule
Review
your
core values
Flow in
Preparing
Vision/Mission
Vision:
"Where are
you going?"
Mission: "How
will
you get there?"
Values:
"Who are you?"
Outcomes:
"Are you
there yet?"
Operationalizing
Task &
Schedules
In pursuit
of Vision
Chapter 9
Vision Casting Process
What is Vision
A true vision must provide a clear image of a desirable
future, one which represents an achievable, challenging
and worthwhile long-range target toward which people can direct their energies."
The ability to receive a vision from God, to develop a plan to see that vision come about and to guide or serve as
reference to those around you through necessary change so that the vision becomes a reality is crucial to effective
living.
What does it do for us
* focuses energy for greater effectiveness,
* establishes meaning for today,
* gives hope for the future,
* brings unity to the family, or team and
* raises commitment level from each.
Your picture of the future should be consistent
with your core values and ministry principles, and
be based on an accurate view of God, self and the
community around it.
Characteristics A godly vision:
catches a glimpse of reality from God's
perspective
recognizes God's desire to bless his people (Eph
3:20-21)
flows out of God's redemptive purposes (Matt
28:18-20)
"Seeing the benefits of vision can be a
powerful motivation for individuals to
reprioritize their activities and
resources."
George Barna,, The Power of Vision
A personal vision statement expresses your
understanding of God's call for your life –
focusing on who you are and what you do.

44
seeks God's specific assignment
sets standards of excellence
clarifies purpose and direction
inspires people and organizations
bridges the present and the future
Recognize God's involvement
•Ask God to prepare your heart and open your eyes.
•Discern and write your core values.
•Expose yourself to needs and opportunities.
•Understand your current situation and context.
•Develop and evaluate future possibilities.
•Write a vision statement
•What are your short-term and long-term goals to enable your vision?
•What obstacles could prevent you from realizing your vision?

45
Chapter 10
Developing Mission Statement
Your personal vision statement guides your life. Your personal vision statement provides the direction necessary
to guide the course of your days and the choices you make about your career. Your personal vision statement is
the light shining in the darkness toward which you turn to find your way. Your personal vision statement
illuminates your way.
Write your personal vision statement as the first step in focusing your life - for your joy, your accomplishments,
your contribution, your glory, and for your legacy.
Exploration to Prepare to Write the Personal Vision Statement
Use these questions to guide your thoughts.
 What are the ten things you most enjoy doing? Be honest. These are the ten things without which your
weeks, months, and years would feel incomplete.
 What three things must you do every single day to feel fulfilled in your work?
 What are your five-six most important values?
 Your life has a number of important facets or dimensions, all of which deserve some attention in your
personal vision statement.
 Write one important goal for each of them: physical, spiritual, work or career, family, social relationships,
financial security, mental improvement and attention, and fun.
 If you never had to work another day in your life, how would you spend your time instead of working?
 When your life is ending, what will you regret not doing, seeing, or achieving?
 What strengths have other people commented on about you and your accomplishments? What strengths
do you see in yourself?
 What weaknesses have other people commented on about you and what do you believe are your
weaknesses?

46
Craft Your Personal Vision Statement
Once you have thoughtfully prepared answers to these questions and others that you identify, you are ready to
craft a personal vision statement. Write in first person and make statements about the future you hope to
achieve. Write the statements as if you are already making them happen in your life. Some experts recommend
50 words or less, but I would rather see you fully articulate the vision you want for your life and your future, than
be limited by word count.
Motivational speaker and writer, Brian Tracy, states that you generally accomplishment your written goals,
dreams, plans, and vision. Writing them down lends power and commitment to their accomplishment.
Keep in mind that your personal vision statement can also change over time, depending upon what is happening
in your life. You will be amazed, however, at how many components remain consistent over time. I first
articulated this vision for my life in 1984; this personal vision statement guides my life.
My Personal Vision Statement
My own personal vision statement includes such items as reading and writing every day; publishing books;
sharing a lifetime of knowledge about people, management, and workplaces with a vast international audience;
having a positive impact on every person with whom I come in contact; living daily a life dedicated to integrity,
commitment, challenge, and joy; loving my husband and valuing my marriage; valuing a few close friends; valuing
family relationships; being at all times aware of and engaged in my natural environment; inventing and writing
about recipes and food; traveling the world to experience its richness; watching plays and movies; listening to
music; never having to worry about spending money on anything I want; and walking by Lake Michigan.
When I live and experience the components of my personal vision statement frequently, I feel inner peace and joy
that knows no bounds. Your personal vision statement will have the same impact for you. Take the time to
formulate answers to the above questions, and write your personal vision statement. Then, listen to your heart
sing with the fullness of your articulated dreams.
Our Shared Vision (Sample of a Family Vision)
Seeing our family consistently live abundant Christian life, freed from all bondages of sins and of the past. We
pursue excellence in business, career and chores towards financial sufficiency and support strategic ministries and
people. We endeavor to build new family nucleus in order to have a godly heritage for the next generation for the
glory of God!
We are committed to a life of discipline, and dedication towards this Vision. We will therefore prepare a working
action program and plan.
Signed : ------------------------------- -------------------------------
------------------------------- -------------------------------
Values

47
A value is an assumption upon which implementation can be extrapolated. A value system is a set of consistent
values and measures. A principle value is a foundation upon which other values and measures of integrity are
based. Values are considered subjective and vary across people and cultures. Types of values include
ethical/moral values, doctrinal/ideological (political, religious) values, social values, and aesthetic values. It is
debated whether some values are innate.
[edit] Personal values
Personal values evolves from circumstances with the external world and can change over time. Integrity in the
application of values refers to its continuity; persons have integrity if they apply their values appropriately
regardless of arguments or negative reinforcement from others. Values are applied appropriately when they are
applied in the right area. For example, it would be appropriate to apply religious values in times of happiness as
well as in times of despair.
Personal values are implicitly related to choice; they guide decisions by allowing for an individual's choices to be
compared to each choice's associated values.
Personal values developed early in life may be resistant to change. They may be derived from those of particular
groups or systems, such as culture, religion, and political party. However, personal values are not universal; one's
family, nation, generation and historical environment help determine one's personal values. This is not to say that
the value concepts themselves are not universal, merely that each individual possess a unique conception of them
i.e. a personal knowledge of the appropriate values for their own genes, feelings and experience.
[edit] Cultural values
Groups, societies, or cultures have values that are largely shared by their members. The values identify those
objects, conditions or characteristics that members of the society consider important; that is, valuable. In the
United States, for example, values might include material comfort, wealth, competition, individualism or
religiosity. The values of a society can often be identified by noting which people receive honor or respect. In the
US, for example, professional athletes are more highly honored than college professors, in part because the
society values physical activity and competitiveness more than mental activity and education. Surveys show that
voters in the United States would be reluctant to elect an atheist as a president, suggesting that belief in God is a
value.
Values are related to the norms of a culture, but they are more general and abstract than norms. Norms are rules
for behavior in specific situations, while values identify what should be judged as good or bad. Flying the national
flag on a holiday is a norm, but it reflects the value of patriotism. Wearing dark clothing and appearing solemn are
normative behaviors at a funeral. They reflect the values of respect and support of friends and family.
Members take part in a culture even if each member's personal values do not entirely agree with some of the
normative values sanctioned in the culture. This reflects an individual's ability to synthesize and extract aspects
valuable to them from the multiple subcultures they belong to.
If a group member expresses a value that is in serious conflict with the group's norms, the group's authority may
carry out various ways of encouraging conformity or stigmatizing the non-conforming behavior of its members.
For example, imprisonment can result from conflict with social norms that have been established as law..

48
Chapter 6
DEVELOPING STRATEGY
STRATEGY is an integrated pattern of actions aimed at achieving an organization’s vision, mission or goals.
Strategies are the most important coordinated sets of actions needed to achieve the vision. They are formulated
to achieve the goals of an organization, in line with the mission and headed toward the vision.
Strategies are best designed after a set of scenarios have been generated and an organization has clarified
its vision, mission and goals.
We recommend a four step process to developing and evaluating strategies:
1. Identify the key strategies that are currently being used by your organization.
2. Discuss how effective these strategies would be the 4 scenarios—are some current strategies highly
“robust” in the sense that they would work well in most or all of the future circumstances portrayed by
the scenarios?
3. Develop additional potential strategies for achieving the vision or the major goals derived from the
vision.
4. An approach for enhancing creativity is to enter into each scenario and generate strategies that make
sense in the conditions
STRATEGIC ISSUE OR QUESTION—
A statement of specific challenges facing an organization. Five general categories exist:
1 Threats to the organization’s existence and survival
2 Weaknesses that require resolution to achieve the organization’s vision and mission
3 Opportunities to achieve or address vision and mission goals, targets or milestones
4 Resolutions of conflicts that drain critical resources away from core competencies, mission activities
and vision oriented strategies
5 Opportunities to build meaning and community through action
Reflection Questions
1 Who is your ministry focus group? Trying to reach everybody in general is a wonderful way to reach
nobody in particular. Effective organizations know their target audience(s).
2 What needs are you seeking to meet?
3 What will be considered good news to your ministry focus group?
4 How will you & your group meet their needs?
5 How will you accomplish your mission?
6 What are the 3-5 key key areas which will help you fulfill your purpose?
7 Do you have a strategic plan to implement your vision?
Developing functional structures

49
In order to develop functional structures several things have to be looked at:
Vision: "Where are you going?"
Mission: "How will you get there?"
Outcomes: "Are you there yet?"
Ministry Flow Chart: "What are you doing in order to get where
we're going?"
Important Consideration:
 Leaders setting aside regular times together to cultivate vision from God
 Vision and values consistently and creatively reinforced during and corporate gatherings
 Commitment to vision and values deepening
 Perspective regularly renewed and priorities focused
 Vision being translated into specific action plans
Strategic planning
Many aspects of an envisioned future can be influenced or changed by actions we can take today. For the
Christian this is not simply projection-based planning, but realizing that through prayer and our relationship with
God, we can be a catalyst to help bring about a future in alignment with God's will. The strategic planning process
provides both the direction in which a person, church or organization should go and the energy to get it started.
Scenarios are not predictions of the future. Rather, they encourage people to think about how to navigate
successfully across the different circumstances that might be encountered. Scenarios are alternative descriptions
or stories of how the future might unfold. They compile information about divergent trends and possibilities into
internally consistent images of plausible alternative futures. Scenarios are designed to systematically explore
future challenges and opportunities and aid in strategy development. In the process, they often provoke the
imagination, raise fundamental questions, make explicit our deeply held values, and stretch our worldviews.
Strategic planning is an organization's process of defining its strategy, or direction, and making decisions on
allocating its resources to pursue this strategy, including its capital and people. Various business analysis
techniques can be used in strategic planning, including SWOT analysis (Strengths, Weaknesses, Opportunities, and
Threats ) and PEST analysis (Political, Economic, Social, and Technological analysis).
Strategies are different from tactics in that:
1. They are proactive and not re-active as tactics are.
2. They are internal in source and the business venture has absolute control over its application.
3. Strategy can only be applied once, after that it is process of application with no unique element remaining.
4. The outcome is normally a strategic plan which is used as guidance to define functional and divisional plans,
including Technology, Marketing, etc.

50
Strategic Planning is the formal consideration of an organization's future course. All strategic planning deals with
at least one of three key questions:
1. "What do we do?"
2. "For whom do we do it?"
3. "How do we excel?"
In business strategic planning, the third question is better phrased "How can we beat or avoid competition?".
(Bradford and Duncan, page 1).
In many organizations, this is viewed as a process for determining where an organization is going over the next
year or more -typically 3 to 5 years, although some extend their vision to 20 years.
In order to determine where it is going, the organization needs to know exactly where it stands, then determines
where it wants to go and how it will get there. The resulting document is called the "strategic plan".
It is also true that strategic planning may be a tool for effectively plotting the direction of a company; however,
strategic planning itself cannot foretell exactly how the market will evolve and what issues will surface in the
coming days in order to plan your organizational strategy. Therefore, strategic innovation and tinkering with the
'strategic plan' have to be a cornerstone strategy for an organization to survive the turbulent business climate.
Contents
[hide] [hide]
 1 Vision, mission and values
 2 Methodologies
 3 Situational analysis
 4 Goals, objectives and targets
 5 Mission statements and vision statements
 6 References
 7 See also
 8 External links
[edit] Vision, mission and values
Vision: Defines where the organization wants to be in the future. It reflects the optimistic view of the
organization's future.
Mission: Defines where the organization is going now, basically describing the purpose, why this organization
exists.
Values: Main values protected by the organization during the progression, reflecting the organization's culture
and priorities.
Strategic planning saves wasted time, every minute spent in planning saves ten minutes in execution.
The purpose of individual strategic planning is for you to increase your return on energy, the return on the
mental, emotional, physical and spiritual capital you have invested in your life and career.

51
Every minute an individual spends planning their goals, activities and time in advance saves ten minutes of work in
the execution of those plans -- or so claim several experts.. Careful advance planning gives you a return of ten
times, or 1,000% , on your investment of mental, emotional and physical energy. (The 100 Absolutely
Unbreakable Laws of Business Success.) In any case, it is generally agreed that spending a meaningful period of
time reflecting on strategy and goals before taking action is almost always a wise course of action for any
individual or institution.
[edit] Methodologies
There are many approaches to strategic planning but typically a three-step process may be used:
 Situation - evaluate the current situation and how it came about.
 Target - define goals and/or objectives (sometimes called ideal state)
 Path - map a possible route to the goals/objectives
One alternative approach is called Draw-See-Think
 Draw - what is the ideal image or the desired end state?
 See - what is today's situation? What is the gap from ideal and why?
 Think - what specific actions must be taken to close the gap between today's situation and the ideal
state?
 Plan - what resources are required to execute the activities?
An alternative to the Draw-See-Think approach is called See-Think-Draw
 See - what is today's situation?
 Think - define goals/objectives
 Draw - map a route to achieving the goals/objectives
In other terms strategic planning can be as follows:
 Vision - Define the vision and set a mission statement with hierarchy of goals
 SWOT - Analysis conducted according to the desired goals
 Formulate - Formulate actions and processes to be taken to attain these goals
 Implement - Implementation of the agreed upon processes
 Control - Monitor and get feedback from implemented processes to fully control the operation
[edit] Situational analysis
When developing strategies, analysis of the organization and its environment as it is at the moment and how it
may develop in the future, is important. The analysis has to be executed at an internal level as well as an external
level to identify all opportunities and threats of the new strategy.
There are several factors to assess in the external situation analysis:
1. Markets (customers)
2. Competition
3. Technology
4. Supplier markets
5. Labor markets

52
6. The economy
7. The regulatory environment
It is rare to find all seven of these factors having critical importance. It is also uncommon to find that the first two
- markets and competition - are not of critical importance. (Bradford "External Situation - What to Consider")
Analysis of the external environment normally focuses on the customer. Management should be visionary in
formulating customer strategy, and should do so by thinking about market environment shifts, how these could
impact customer sets, and whether those customer sets are the ones the company wishes to serve.
Analysis of the competitive environment is also performed, many times based on the framework suggested by
Michael Porter.
[edit] Goals, objectives and targets
Strategic planning is a very important business activity. It is also important in the public sector areas such as
education. It is practiced widely informally and formally. Strategic planning and decision processes should end
with objectives and a roadmap of ways to achieve those objectives.
The following terms have been used in Strategic Planning: desired end states, plans, policies, goals, objectives,
strategies, tactics and actions. Definitions vary, overlap and fail to achieve clarity. The most common of these
concepts are specific, time bound statements of intended future results and general and continuing statements of
intended future results, which most models refer to as either goals or objectives (sometimes interchangeably).
One model of organizing objectives uses hierarchies. The items listed above may be organized in a hierarchy of
means and ends and numbered as follows: Top Rank Objective (TRO), Second Rank Objective, Third Rank
Objective, etc. From any rank, the objective in a lower rank answers to the question "How?" and the objective in a
higher rank answers to the question "Why?" The exception is the Top Rank Objective (TRO): there is no answer to
the "Why?" question. That is how the TRO is defined.
People typically have several goals at the same time. "Goal congruency" refers to how well the goals combine
with each other. Does goal A appear compatible with goal B? Do they fit together to form a unified strategy?
"Goal hierarchy" consists of the nesting of one or more goals within other goal(s).
One approach recommends having short-term goals, medium-term goals, and long-term goals. In this model, one
can expect to attain short-term goals fairly easily: they stand just slightly above one's reach. At the other extreme,
long-term goals appear very difficult, almost impossible to attain. Strategic management jargon sometimes refers
to "Big Hairy Audacious Goals" (BHAGs) in this context.) Using one goal as a stepping-stone to the next involves
goal sequencing. A person or group starts by attaining the easy short-term goals, then steps up to the medium-
term, then to the long-term goals. Goal sequencing can create a "goal stairway". In an organizational setting, the
organization may co-ordinate goals so that they do not conflict with each other. The goals of one part of the
organization should mesh compatibly with those of other parts of the organization.
[edit] Mission statements and vision statements
Organizations sometimes summarize goals and objectives into a mission statement and/or a vision statement:
While the existence of a shared mission is extremely useful, many strategy specialists question the requirement
for a written mission statement. However, there are many models of strategic planning that start with mission
statements, so it is useful to examine them here.

53
 A Mission statement: tells you what the company is now. It concentrates on present; it defines the
customer(s), critical processes and it informs you about the desired level of performance.
 A Vision statement: outlines what a company wants to be. It concentrates on future; it is a source of
inspiration; it provides clear decision-making criteria.
Many people mistake vision statement for mission statement. The Vision describes a future identity and the
Mission describes why it will be achieved. A Mission statement defines the purpose or broader goal for being in
existence or in the business. It serves as an ongoing guide without time frame. The mission can remain the same
for decades if crafted well. Vision is more specific in terms of objective and future state. Vision is related to some
form of achievement if successful.
A mission statement can resemble a vision statement in a few companies, but that can be a grave mistake. It can
confuse people. The vision statement can galvanize the people to achieve defined objectives, even if they are
stretch objectives, provided the vision is SMART (Specific, Measurable, Achievable, Relevant and Timebound). A
mission statement provides a path to realize the vision in line with its values. These statements have a direct
bearing on the bottom line and success of the organization.
Which comes first? The mission statement or the vision statement? That depends. If you have a new start up
business, new program or plan to re engineer your current services, then the vision will guide the mission
statement and the rest of the strategic plan. If you have an established business where the mission is established,
then many times, the mission guides the vision statement and the rest of the strategic plan. Either way, you need
to know where you are, your current resources, your current obstacles, and where you want to go - the vision for
the future.[citation needed]
Features of an effective vision statement may include:
 Clarity and lack of ambiguity
 Paint a vivid and clear picture, not ambiguous
 Describing a bright future (hope)
 Memorable and engaging expression
 Realistic aspirations, achievable
 Alignment with organizational values and culture, Rational
 Time bound if it talks of achieving any goal or objective
To become really effective, an organizational vision statement must (the theory states) become assimilated into
the organization's culture. Leaders have the responsibility of communicating the vision regularly, creating
narratives that illustrate the vision, acting as role-models by embodying the vision, creating short-term objectives
compatible with the vision, and encouraging others to craft their own personal vision compatible with the
organization's overall vision.
[edit] References
 Bradford and Duncan, Simplified Strategic Planning,(Chandler House, 2000)
 Kono, T. (1994) "Changing a Company's Strategy and Culture", Long Range Planning, 27, 5 (October 1994),
pp: 85-97
 P. Kotler, "Megamarketing", Harvard Business Review, (March--April 1986)
 J. Naisbitt, Megatrends: Ten New Directions Transforming our Lives, (Macdonald, 1982)
 T. Levitt, "Marketing myopia", Harvard Business Review, (July--August 1960)
 M. Lorenzen, "Strategic Planning for Academic Library Instructional Programming." Illinois Libraries 86, no.
2 (Summer 2006): 22-29.

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