Having a vision statement is not just important for external audiences, it is important for your own organization as well. The statement needs to be a good one for it to be effective, though. 

“A clear, concise, and compelling vision statement can have a powerful impact on your team, division, or organization,” Dave McKeown says in Inc. “Specifically, a well-articulated and oft-communicated vision will provide a north star for decision-making for your people, ensure alignment on where you’re going, and inspire your team to deliver quality work on an ongoing basis.” 

He offers five steps to build a clear and compelling vision for your organization that excites as well as inspires.  

Make your staff co-conspirators 

Include your team on building the vision by asking them questions such as “what does our success look like for you?” or “why do you do what you do every day?”  

When you receive all the responses from your team, look for key themes to emerge.  

“The goal is to get everyone thinking about the possibilities of what your team could achieve,” McKeown explains. 

Have your team draft statements 

Asking your team questions should pique their interest and excite them about the future. Carry that momentum forward by asking them to pull together some vision statements for the organization.  

Again, use this step to look for some common themes and phrases. 

Write alone 

Using input from your team from the first two steps, draft one overarching statement. 

“You are better to handle this in isolation as drafting a statement of any length in a group setting can be a laborious, if not frustrating, process,” McKeown recommends. “Ensure to stay true to the sentiments of the draft statements, but push for clarity at this stage.” 

Ask for feedback 

Asking for feedback from your team is important as it promotes buy-in. You want them to be comfortable with the statement and you can incorporate small changes here and there, if needed. 

Communicate ad nauseam 

After the vision statement is complete, the real work of communicating it begins.  

“In order for your collective vision to stick you have to commit to a period of over-communication,” McKeown says. “Use every opportunity you have to reiterate your vision; at the beginning of every meeting, at the end of your emails, when someone acts in accordance with your vision, when you’re making decisions.”