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The role of a personal vision in effective personal leadership
by
Claudell Cheryl Muller
RESEARCH ESSAY
presented as partial fulfillment of
the requirements for the degree
MAGISTER PHILOSOPHIAE
in
PERSONAL AND PROFESSIONAL LEADERSHIP
in the
FACULTY OF EDUCATION AND NURSING
at the
RAND AFRIKAANS UNIVERSITY
Supervisor: Mrs AS Schalekamp
Co-supervisor: Prof DPJ Smith
November 1999
ACKNOWLEDGEMENTS
This research essay has been part of a very significant period of growth which I have
experienced during the past two years. Hence, I would like to acknowledge those who
have supported me in my process of growth:
:• My Heavenly Father - for making this study possible for me.
My husband and children - who deserve my most special expression of appreciation
for being my pillars of strength.
My parents and sisters - for their wonderful and unstinting support.
My supervisor, Mrs Susan Schalekamp, and co-supervisor, Prof Dawie Smith - who
each, in their own way, contributed to my intellectual growth.
My collegues at Newclare Primary School and my special friends - for their
unwavering support, assistance and encouragement.
:. The Rand Afrikaans University - for the financial assistance provided.
1
TABLE OF CONTENTS
CHAPTER ONE
ORIENTATION AND RESEARCH DESIGN 1
1.1 CONTEXT 1
1.2 PROBLEM STATEMENT 3
1.3 AIM OF RESEARCH 3
1.4 MOTIVATION 3
1.5 RESEARCH METHODOLOGY 4
1.5.1 Research strategy 4
1.5.2 Research methods 4
1.6 PARADIGM OF THIS RESEARCH 5
1.6.1 Life and World View 5
1.7 PLAN OF STUDY 6
CHAPTER TWO
THE NATURE AND VALUE OF A PERSONAL VISION 7
2.1 INTRODUCTION 7
2.2 THE CONCEPT "PERSONAL VISION" 7
2.2.1 Word analysis of vision 7
2.2.2 Conceptual analysis of vision within a personal and organisational
framework 9
2.2.2.1 Concept analysis of personal vision 9
2.2.2.2 Concept analysis of organisational vision 11
2.2.3 Differentiation between vision, mission, purpose and calling 13
2.2.3.1 Word analysis of mission 13
2.2.3.2 Concept analysis of mission 14
2.2.3.3 Word analysis of purpose 15
2.2.3.4 Concept analysis of purpose 16
2.2.3.5 Word analysis of calling 16
2.2.3.6 Concept analysis of calling 16
11
2.3 THE VALUE OF VISION FOR PERSONAL LEADERSHIP 17
2.3.1 Vision is an indispensable direction-setter 17
2.3.2 Vision promotes a sense of personal commitment 18
2.3.3 Vision provides a sense of purpose and meaning 19
2.3.4 Vision ensures continuity 19
2.3.5 Vision precedes success 20
2.3.6 Vision creates an openness to learn 20
2.3.7 Vision cultivates effectiveness 21
2.3.8 Vision establishes a standard of excellence 21
2.3.9 Vision effects change in difficult and challenging times 21
2.3.10 Vision promotes productivity 22
2.3.11 Vision empowers leaders to endure suffering and
personal sacrifice 22
2.4 CONCLUSION 23
CHAPTER THREE
THE IDENTIFICATION AND FORMULATION OF A VISION 24
3.1 INTRODUCTION 24
3.2 HOW TO IDENTIFY A VISION 25
3.2.1 Reflection 26
3.2.2 Paint a mental picture 27
3.2.3 Focus on those you admire 27
3.2.4 Know your passions, your desires and your loves 27
3.2.5 Past Personality Influences 28
3.3 HOW TO FORMULATE A VISION 30
3.3.1 Formulation of vision within an organisational context 31
3.3.1.1 The vision audit 31
3.3.1.2 The vision scope 31
3.3.1.3 The visioning process 32
3.3.1.4 The vision choice 32
3.3.1.5 Components of an organisational vision 33
3.3.2 The formulation of a personal vision 35
111
3.3.2.1 Relax and prepare a space 36
3.3.2.2 Step 1: Create a Result 36
3.3.2.3 Step 2: Reflect on what you have discovered 38
3.3.2.4 Step 3: Describe the Personal Vision 39
3.3.2.5 Step 4: Expand and clarify the vision. 40
3.4 CONCLUSION 43
CHAPTER FOUR
SUMMARY, FINDINGS AND CONCLUSION 45
4.1 SUMMARY 45
4.2 FINDINGS 46
4.2.1 The nature of a personal vision 46
4.2.2 The value of a personal vision 46
4.2.3 Identifying a personal vision 47
4.2.4 Formulating a personal vision 47
4.3 CONCLUSION 50
BIBLIOGRAPHY 51
iv
LIST OF FIGURES
Fig. 3.1 Components of an organisational vision. 34
Fig.3.2. Integration of the components of organisational vision and the elements of personal vision. 40
Fig. 4.1 Organisational vision translated to the context of personal vision. 48
V
SYNOPSIS
This study was performed within a personal leadership context, which, amongst other
things, requires individuals to identify where they are going in life i.e. their visions.
Hence, the aim of this research was to define the nature of a personal vision, to establish
the value that can be derived from the creation of a vision for personal leadership and to
identify guidelines for the identification and formulation of a vision within a personal
leadership framework.
A word and conceptual analysis of the concept "vision" was performed in chapter two in
order to gain clarity on its meaning. Although "personal vision" was the focus of this
study, vision, as used within an organisational context was also analysed to elucidate the
concept further. Because the terms vision, mission, purpose and calling are often used
interchangeably, a word and conceptual analysis was employed to distinguish the
differences in meaning.
The following integrated definition of vision within the personal leadership framework
was formulated:
Vision is a creatively imagined mental picture, which a person has of what ideally,
realistically and credibly his/her future will look like. This picture is uniquely
personal and is based on (present) reality. It defines why a person exists and what
he/she stands for. This image is an improvement of the present. It focuses on what a
person's ambitions or goals are, and provides direction, energy and hope to drive
those ambitions.
A literature survey was conducted to determine the value that a personal vision can
provide. Many positive characteristics were highlighted. What emerged was the fact that
vision provides individuals with a clear direction of where they are heading, hence they
are involved in a purposeful venture. It assists in decision making and determines what is
worthwhile to be achieved. Regardless of obstacles, vision will keep individuals focussed,
hence they will be able to achieve their personal objectives.
vi
In chapter three, various techniques which could assist in the identification and
formulation of a personal vision were provided. What was apparent from the discussions
was that the principles and procedures pertinent to organisational vision can be translated
to the context of a personal vision. The difference, however, was that even though
business leaders use similar principles, it is without a deep, intimate and personal
relationship.
This study contributes to individuals living effectively and realising their full potential.
Part of this process is to identify and formulate their own personal visions. These visions
have to be an expression of who they really are, not contaminated by the views of others
and by conditioning.
The next step in the personal leadership process would be for individuals to formulate
their own mission, goals and roles. However, for these to be meaningful, a personal vision
is vital.
vii
OPSOMMING
Hierdie studie is binne die konteks van persoonlike leierskap gedoen, wat onder andere,
verg dat individue identifiseer waarheen hulle in die lewe op pad is, dit wil se hulle visie.
Die doel van hierdie navorsing was dus om die aard van 'n visie te defineer of te omskryf,
om die waarde wat verkry kan word deur die skepping van 'n visie vir persoonlike
leierskap vas te stel, en om riglyne vir die identifisering en formulering van 'n visie binne
die raamwerk van persoonlike leierskap te bepaal.
'n Woord-en konseptuele ontleding van die konsep "visie" is in hoofstuk twee uitgevoer
ten einde duidelikheid oor die betekenis daarvan te verkry. Alhoewel "persoonlike visie"
die fokus van hierdie studie was, is visie, soos in 'n organisatoriese konteks gebruik, ook
geanaliseer om die konsep verder toe te lig. Omdat die terme visie, missie, doel en roeping
dikwels afwisselend gebruik word, is 'n woord-en konseptuele ontleding gebruik om die
verskille in betekenis te onderskei.
'n Geintegreerde definisie van visie binne die persoonlike leierskapraamwerk is ook
geformuleer.
Visie is 'n prent wat 'n persoon in sy/haar geestesoog het van hoe sy/haar ideale,
realistiese en geloofwaardige toekoms behoort te wees. Hierdie prent is uniek en
persoonlik en is op die huidige werklikheid gebaseer. Dit defineer waarom 'n persoon
bestaan en waarvoor hy/sy staan. Hierdie beeld is 'n verbetering op die huidige. Dit
fokus op wat 'n persoon se ambisies of doelstellings is en verskaf die rigting, energie
en hoop om hierdie ambisies deur te voer.
'n Literatuurstudie is uitgevoer om die waarde wat 'n persoonlike visie kan he, aan te toon.
Talle positiewe eienskappe is uitgelig. Wat te voorskyn gekom het, was die feit dat visie
individue van 'n helderheid oor die rigting wat hulle inslaan voorsien, sodat hulle 'n
betekenisvolle lewe lei. Dit help by besluitneming en bepaal wat die moeite werd is om te
bereik. Ongeag die struikelblokke, sal visie individue gefokus hou. Hulle sal derhalwe, in
staat wees om hul persoonlike doelwitte te bereik.
viii
Verskillende tegnieke, wat kan help in die identifisering en formulering van 'n persoonlike
visie, is in hoofstuk drie verskaf. Wat uit die besprekings duidelik was, is dat die beginsels
en prosedure van toepassing op organisatoriese visie in die konteks van 'n persoonlike
visie gebruik kan word. Die verskil is dat alhoewel sakeleiers soortgelyke beginsels
gebruik, geskied dit sonder 'n diep, intieme en persoonlike verhouding.
Hierdie studie dra daartoe by dat individue effektief kan leef en hul potentiaal kan
verwenslik. As deel van hierdie proses is dit noodsaaklik om hul eie persoonlike visies te
identifiseer en te formuleer. Hierdie visies moet 'n uitdrukking wees van wie hulle werklik
is en mag nie deur die opinies van andere en deur kondisionering beinvloed word nie.
Die volgende stap in die persoonlike leierskap proses is vir individue om hul eie missie,
doelstellings en rolle te formuleer. Hierdie proses kan egter slegs betekenisvol wees indien
hulle 'n duidelike persoonlike visie het.
1
CHAPTER ONE
ORIENTATION AND RESEARCH DESIGN
1.1 CONTEXT
Life is frequently represented as a journey. Before one can embark on a journey one needs
to know what the ultimate destination will be. Once this destination is identified, one will
know what road to take. For the journey to be successful, it should therefore start with an
act of vision. Having a clear vision is an essential step on the road to achieving success. It
is a simple act of asking a question like: "What do I really want?" (Hendricks & Ludeman,
1997:59).
This study will provide greater clarity on the concept "personal vision", the process, the
parameters and the impact that personal vision can have on one's life.
Vision is central to making a positive and lasting difference to one's life (Barna, 1996:13).
It motivates change (Barker, 1991). It provides direction in one's life and is the best way to
pursue new opportunities (Frisch, 1995:12).
From literature vision becomes apparent in different forms. In business, leaders apply the
principles of vision, but within the context of an organisation. In business terms, having a
vision means you can see into the future of your company. The manager thinks of vision
as what he can see in his furthest horizon - for his company and himself (Lonier, 1999:5).
It is fashionable to have an organisation's vision framed and hanging in the office of
employees.
Vision is also found in the Bible. A biblical vision is inextricably related to a relationship
with God who is a central requirement to discerning and implementing the vision (Barna,
1996:15). A biblical vision is an image of a preferred future, which is imparted by God to
those who serve him. Paul was a man driven to fulfil a vision that God had entrusted to
him. He preached, taught, admonished and planted churches convinced of God's design for
his life (Barna, 1992:19-28). The significance of a clear vision is also expounded in the
Bible. The Bible says in Proverbs 29 verse 19: "without vision the people perish." This
2
emphasises the need we have to be able to envision our future, to determine where we are
heading in life (Jones, 1996:72).
The conception of vision in a personal framework, however, differs. In the world of
personal leadership, vision endeavours to facilitate the individual towards personal
mastery. Individuals develop a better understanding of who they are, where they come
from and where they stand in relation to themselves. It leads to the discovery of where
they would like to go (Meyer, 1993:3). They seek to transform their own thinking and
behaviour in order to become more constructive and focussed in life (Sims & Manz,
1990:7). They develop the ability to understand their present reality and to identify and
bring about a future that fits them best (Glouberman, 1989:2).
Very often people have some idea of what it is that they wish to achieve for themselves
and their future, but they never get around to doing it, possibly because they lack the deep
inner drive to pursue their dreams and to discover their unlimited possibilities. This
ultimately affects the choices that they make in life as well as the ways in which they
utilise their time (Covey, 1995:104). If people, however, want to discover their unlimited
possibilities, they need to form goals based on their vision, which will inspire and excite
them to achieve these possibilities. This vision is the invisible image in their minds and
they then get to turn the invisible into something more visible (Robbins, 1991:274).
The vision will become their "passion:" because it will be the powerful force, which will
motivate them to do what is important. This passion according to Senge (1991) will
provide meaning in their lives because they will be personally committed. Their lives will
become an adventure because they will have a burning desire from within to transcend
above the less important things in life (Covey, 1995:10).
But, individuals seldom have a clear vision for their lives. The reason is that they have no
clear idea of what a personal vision is, or what purpose it may serve in their lives.
3
1.2 PROBLEM STATEMENT
Seeing that this study is performed within a personal leadership framework which entails,
among other things, that a person identifies where he is going in life (i.e. his vision), the
specific research problems which need to be addressed are:
What is a personal vision?
What is the value of a personal vision within a personal leadership framework?
How can a person's vision be identified and formulated within the personal
leadership framework?
1.3 AIM OF RESEARCH
The main aim of this research is to describe the nature and importance of a personal vision
within a personal leadership framework, and to indicate how a personal vision can be
identified and formulated.
In order to achieve this aim, the following specific aims are set:
To define the nature of a personal vision, and to distinguish between a vision,
mission, purpose and calling.
To establish the value of a vision for personal leadership.
To identify guidelines for the identification and formulation of a vision within a
personal leadership framework.
1.4 MOTIVATION
An important reason for this study is that, although it is generally stated that individuals
need to know themselves and their visions for life, the process of accomplishing this isn't
readily accessible. Personal leadership, however, attempts to provide such a process. This
study makes a contribution to refining this process.
In the business and organisational context the formulation of a vision is an established part
of strategic planning (Senge, 1991). In this study the process used in that context will be
4
translated to the context of a personal leader. This will be done in such a way as to be
accessible to any person who wants to live more effectively.
1.5 RESEARCH METHODOLOGY
Thus far, the problem and the aims of this research have been expounded. It is now
necessary to indicate how this investigation will be conducted.
1.5.1 Research strategy
A descriptive research strategy will be employed where factual information gleaned from
various authors dealing with the subject of vision will be accumulated and described
systematically (Isaacs, 1989:46). The aim would be to provide an accurate description of
vision and other related concepts so as to gain better insight and understanding on the
subject of vision.
1.5.2 Research methods
The following research methods will be employed:
Word analysis
One of the first steps often undertaken in research is a word analysis. The aim is to gain
clarity on the meaning of certain words found in the title and the problem that is defined.
The meaning of the words are usually traced in the dictionary (Smith, 1993:42).
A word analysis of the word vision, mission, purpose and calling will be done in this study
to gain clarity on their distinctive meanings.
Concept analysis
According to Smith (1993:43) concept analysis can be used to clarify the meaning of a
concept or to gain different views of experts on the concept or to determine how the
concept is used in different contexts. The aim of concept analysis, therefore, is to gain
clarity on the different meanings, characteristics and connotations of the concept.
5
A concept analysis will be done in this study to analyse the concept vision and other
related concepts like mission, purpose and calling. This analysis will be done in order to
provide greater clarity on these concepts. Vision (and related concepts) is frequently used
within an organisational setting. It will therefore be necessary to adapt the information to a
personal context.
Literature study
The descriptive research strategy will be based on a literature study which is a sharp,
accurate and systematic study of, and the correct, regulated recording of existing literature
(Smith, 1993:47). Hence, the literature study will be executed with a view to gaining
knowledge of existing theories on the subject of vision, the value, identification and
formulation of a vision.
The steps, which will be followed with regard to the literature study, are:
library searches on words like vision, mission, purpose and calling;
consultation with reference books, catalogues, articles and journals on the subject
of vision, in an academic library;
library research on existing data of various writers;
computer searches using keywords like vision and purpose.
1.6 PARADIGM OF THIS RESEARCH
1.6.1 Life and World View
Hermans (1986:11-12) identifies two anthropological driving forces for each person: The
individual strives to be a person in his own right (self-affirmation) and he also seeks
acceptance from others. When the individual strives to be a person in his own right, he
strives toward self-maintenance, self-satisfaction and self-expansion. Hence, he strives to
improve himself. From this it is clear that by nature man strives to realise his full potential
and to improve himself. This is the anthropological view underpinning this study.
The view that man's genes, environment and education on their own do not determine
man's destiny and behaviour is supported in this research. Between stimulus and response
6
he has the freedom to choose. With this freedom to choose, man has certain endowments,
which make him uniquely human. In addition to self-awareness, conscience and
independent will, man has a creative imagination, the ability to create himself beyond
present realities (Covey, 1992:70).
This is of particular relevance to this study. It emphasises the fact that individuals have the
potential to imagine or visualise what they want for themselves and their future. If they are
motivated from within and they make use of these endowments they will be able to strive
toward something significant in the future.
1.7 PLAN OF STUDY
In the orientation chapter, the research design of this study is expounded.
Chapter two will focus on a word and conceptual analysis of the concept personal vision
and related concepts, as well as literature concerning the value of vision for personal
leadership.
Chapter three will focus on literature concerning the process of identification and
formulation of a personal vision.
Chapter four will include a summary of the study, findings and recommendations.
7
CHAPTER TWO
THE NATURE AND VALUE OF A PERSONAL VISION
2.1 INTRODUCTION
In chapter one a brief background to the problem to be studied, the aims of this study, as
well as the methodology was discussed. The present chapter will answer the question:
"What is a personal vision?" It will be followed by an analysis of related concepts like
mission, purpose and calling. An investigation into the value that can be derived from the
creation of a vision will also be done through a literature survey.
Because this study is conducted within a personal leadership framework, it is essential to
remember that personal leadership focuses on three important questions that should
provide individuals with greater clarity, namely:
Who he/she is
Where he/she wants to go
How he/she will manage to do so
This study focuses on the second important question: "Where does a person want to go to
with his or her life?" or "How does a person see his or her vision?"
2.2 THE CONCEPT "PERSONAL VISION"
Each person has his/her our own idea of what is meant by the term "vision". In any
discussion on vision there is likely to be several definitions. For the purposes of this study
it is, therefore, essential to clarify the term "vision" and also to distinguish between the
concepts vision, mission, purpose and calling.
2.2.1 Word analysis of vision
As part of concept clarification, a word analysis of the term "vision" will be performed as
a basis to gain greater clarity on its meaning.
8
According to the Barnhart Dictionary of Etymology (1988:1207) vision is borrowed from
the Latin word visionem. It refers to the act of seeing.
The Oxford English Dictionary (1961:248) has several meanings for the noun "vision" of
which the following are applicable:
"Something which is apparently seen otherwise than by ordinary sight; ...
a mental concept of a distinct or vivid kind; ...
a highly imaginative scheme or anticipation.
The action or fact of seeing or contemplating something not actually present to the
eye.....
Mystical or supernatural insight or foresight."
The noun "vision" is defined in Webster's New World Dictionary (1988:1492) as having
several meanings of which the following are applicable:
"something supposedly seen by other than normal sight;
something perceived in a dream or trance; ...
a mental image; ..."
Several meanings for "vision" can be found in the Complete Wordfinder (1990:1757) of
which the following are applicable:
"a thing or person seen in a dream or trance ...
a thing or idea perceived vividly in the imagination,
imaginative insight."
On the basis of the above dictionary explanation, "vision" can be defined as something
which is not seen by normal sight. It is a distinct or vivid mental image that is perceived
through the imagination. A conceptual analysis will further clarify the concept "vision"
within a personal and organisational context.
9
2.2.2 Conceptual analysis of vision within a personal and organisational framework
The concept "vision" which is central to this study, will be clarified within a personal as
well as organisational framework. Although "personal vision" is the focus of this study,
vision, as used within an organisational context, will elucidate the concept further.
2.2.2.1 Concept analysis of personal vision
In order to get a clearer understanding of the concept "vision", definitions of vision by
various authors will be discussed in an attempt to formulate an enriched description of a
personal vision.
The concept "vision" according to Covey (1995:103-104) can be defined as one of the best
manifestations of one's imagination. He considers it the primary motivation for human
action. With vision individuals have the ability to see beyond their present reality. They
are able to create and invent what does not yet exist, what they not yet are. It gives them
the capacity to live out their imagination instead of their memory.
For Covey the main characteristics of a vision are:
it is something that is creatively imagined;
it motivates human action;
it extends beyond our present reality;
it provides us with an opportunity to live out our imagination.
Charlton (1993:47) perceives a vision as a picture, goal or target of the future that is
realistic and credible. It is better than the present.
For Charlton the main characteristics of a vision are:
it is a picture, target or goal of the future;
it is realistic and credible;
it is an improvement of the present situation.
Barna (1992:29) defines vision as a picture that is held in the mind's eye of the way things
could be or the way they should be in the days ahead. Consequently, it is a portrait of
1 0
conditions that do not exist at the current time. It is a picture that is personal and
internalised. It is something that uniquely belongs to you and is not someone else's view
of the future.
For Barna the main characteristics of a vision are:
it is a picture in the mind's eye;
it portrays conditions which do not exist currently;
it is something which is uniquely personal and which needs to be internalised.
According to Lonier (1999:5) vision is derived from the Latin verb meaning "to see", but
he views vision as more than just seeing. It is foresight, imagination and an awareness of
possibility. Having this vision also implies that you can see into your future.
For Lonier the main characteristics of a vision are:
foresight;
imagination;
an awareness of possibilities in your future.
Jones (1996:71) defines vision as the end result of what you would have done. It is a
picture of how your ideal landscape will look after you have been through it.
For Jones the main characteristics of a vision are:
it is the end result of your actions;
it is a picture of your ideal landscape.
In light of the above definition, vision, within the framework of personal leadership, can
be defined as:
a creatively imagined, mental picture of your possible future;
uniquely personal;
based on (present) reality - therefore realistic and credible;
improvement on the present.
1 1
2.2.2.2 Concept analysis of organisational vision
In order to enhance the conceptual analysis of personal vision, definitions of
organisational vision will now be investigated. The characteristics of organisational vision
which are applicable to personal vision will thus be identified.
Lewis (1997:91) defines vision as a statement that answers the question: "What do we
want to create?" It captures a unique, attractive, ideal image of the future of an
organisation.
For Lewis the main characteristics of a vision are:
it is an attractive image of the future;
it provides energy;
it focuses on what leadership wants for the organisation;
it is a portrait of a promised land that inspires people.
According to Nanus (1992:8) a vision is an idea or image of a more desirable future for an
organisation which is realistic, credible and attractive. It articulates a destination toward
which an organisation should aim.
For Nanus the main characteristics of a vision are:
it is an image of the future which is realistic, attractive and credible;
it articulates the future destination of an organisation.
Cowley and Domb (1997:65) define vision as a picture of an ideal state of existence in the
future that inspires and empowers the stakeholders of the organisation.
Furthermore, the main characteristics of a vision are:
it is a picture of the ideal state of the organisation's existence in the future;
it creates a context for planning;
important strategic objectives can be derived from a vision.
Hicks and Holden (1995:135) define vision as follows:
it is a positive image of the future;
it provides direction and hope to individuals and institutions.
12
Frisch (1995:12) defines vision as a highly speculative view of the future of the company.
According to Harari (1995:26) vision describes a set of priorities and ideals. It is picture of
the future of the company. It refers to a set of core principles that the company stands for
and helps to define the organisation's success.
For Harari these are the main characteristics of a vision:
ideals and priorities of the future of the company;
refers to a core set of principles that define organisational success.
Collins and Porras (1996:66) define vision as that which the organisation aspires to
become, to achieve and to create. It defines the core ideology of an organisation: what they
stand for and why they exist.
For Collins and Porras the main characteristics of a vision are:
that which an organisation aspires to become;
defines an organisation's core ideology.
In the light of the above definitions, vision, within an organisational framework can be
defined as:
an ideal picture of what the organisation will look like, that is realistic and
credible;
it defines what the organisation stands for and why it exists;
it is a source of inspiration that provides direction, energy and hope.
An interesting observation that can be made from the definitions of vision within an
organisational framework, is that one can substitute the word "organisation" with the word
"individual", and the same definition will in most cases then be applicable to a personal
leadership situation. Just like organisational vision, personal vision reflects an ideal,
realistic picture of the future. It defines what an individual stands for. A personal vision
should also inspire the individual and provide direction, energy and hope.
In conclusion, the definitions of personal vision and organisational vision can be
integrated to form the following:
13
Vision is a creatively imagined mental picture, which leaders have of what ideally,
realistically and credibly their futures will look like. This picture is uniquely personal
and is based on (present) reality. It defines why leaders exist and what they stand for.
This image is an improvement of the present. It focuses on what leaders' ambitions or
goals are, and provides direction, energy and hope to drive those ambitions.
2.2.3 Differentiation between vision, mission, purpose and calling
The terms vision, mission, purpose and calling are often used as synonyms. Hence, it is
also essential to employ a word and conceptual analysis of these terms in order to
distinguish the differences in meaning.
2.2.3.1 Word analysis of mission
The noun "mission" is defined in Webster's New World Dictionary (1988:868) as having
several meanings of which the following are applicable:
"Sending out or sent out with the authority to perform a special service, ...
the special task or purpose for which a person is apparently destined in life;..."
The Complete Wordfinder (1990:975) has several meanings for the common noun
"mission" of which the following are applicable:
"a particular task or goal assigned to a person or group.
a journey undertaken as part of this.
a person's vocation (mission in life).
task, duty, function, purpose..., assignment, undertaking, aim, goal, objective,
calling, occupation, line (of work), profession".
In other words, mission is the journey that is undertaken in order to achieve the vision. It
involves the actual tasks, work or duties, which need to be performed or planned (as aims,
goals or objectives).
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2.2.3.2 Concept analysis of mission
Barna (1996:38-39) clarifies the distinction between vision and mission by defining
mission as the context or the territory within which an individual operates, where his
actions have meaning and purpose. In comparison, vision is considered more focussed and
detailed. It focuses on what the individual wants his future to be like and what his role will
be in creating that particular future.
Loewen (1997:181) clearly distinguishes the difference between vision and mission.
Vision is viewed as the grand goal of the future purpose of an organisation. The mission
refers to how an organisation goes about achieving this goal.
According to Nanus (1992:31) a vision is not a mission. A mission statement defines what
an organisation has been established to accomplish. For example, the mission of a farmer
is to grow food and bring it to the market at a specific price that will pay for all the
production costs and still provide an acceptable standard of living (profit) for the farmer.
However, one particular farmer might have a vision of passing a farm twice the acreage he
currently has onto his children, whilst another might dream of opening a canning operation
on a property.
In the light of the above concept analysis, a distinction can be made between vision and
mission.
Vision focuses on what an individual wants his future to be like, or what the leader wants
the future of his organisation to look like. Hence, it can be viewed as the overarching goal
of the individual or the organisation.
Mission, on the other hand, defines the territory within which the individual or the leader
acts in order to make the vision a reality. It refers to how the individual or an organisation
will go about achieving the vision.
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2.2.3.3 Word analysis of purpose
Webster's New World Dictionary (1988:1092) defines the noun "purpose" as follows:
"something one intends to get or do;
intention, aim ...
"a thing intended.
The object for which something exists or is done."
The Oxford English Dictionary (1961:1627-1628) has several meanings for the noun
"purpose" of which the following are applicable:
That which one sets before oneself as a thing to be done or attained; the object
which one has in view.
The action or fact of intending or meaning to do something;
intention, resolution, determination.
The object for which anything is done or made;
The result or effect intended or sought; aim."
The common noun "purpose" is defined in The Complete Wordfinder (1990:1240) as
having several meanings of which the following are applicable:
"a thing intended.
the intention to act.
resolution, determination.
the reason for which something is done or made".
From the above dictionary explanation it can be deduced that "purpose" has two main
meanings:
the resolution to take action in order to achieve the intended result or effect;
the reason for which something is made.
This meaning is relevant to personal leadership in the sense of: "What is my life purpose?"
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2.2.3.4 Concept analysis of purpose
Krause (1997:119) defines purpose as the intense determination that a leader develops in
order to achieve his mission and his objectives. It allows him to use his personal power in
order to accomplish his goals.
2.2.3.5 Word analysis of calling
Webster's New World Dictionary (1988:199) has several meanings for the noun "calling"
of which the following are applicable:
"the action of one that calls;
an inner urging toward some profession or activity; ..."
The Oxford English Dictionary (1961:39) defines "calling" as:
"the inward feeling of conviction of a divine call;
strong impulse to any course of action as the right thing to do."
The Complete Wordfinder (1990:202) describes "calling" as:
"an inwardly felt call or summons".
Hence, we can deduce that "calling" is used within a religious framework as a voice from
within summonsing you to act.
2.2.3.6 Concept analysis of calling
Barna (1996:47) states that in some way vision and calling are related but they are
different. He defines calling as something that is vocational in nature. It provides a sense
of direction in life within the broad framework of the vision. Vision on the other hand, is
defined as that which will be achieved within the parameters of your calling.
In the light of the above definitions we can therefore deduce that within the framework of
personal leadership, leaders perceive a realistic picture of the possibilities which their
17
future holds in their minds It becomes their dream, their desire. The actualisation of this
dream becomes their purpose in life. Hence, the performance of certain tasks, aims and
goals are planned to ensure the successful realisation of their dreams.
The above concept analysis has distinguished the concept "vision" especially within
personal leadership, from other concepts. An important question which now needs to be
answered is the value that personal leaders can derive from the creation of a vision' as this
will impact on the opportunities that they encounter in their daily lives.
2.3 THE VALUE OF VISION FOR PERSONAL LEADERSHIP
2.3.1 Vision is an indispensable direction-setter
According to Nanus (1992:9) vision plays an indispensable role in the start-up phase of an
organisation and remains important throughout it's entire life cycle. It can be perceived as
a signpost pointing the way for those who have a desire to understand what the
organisation is and where it is headed. In the light of this study, the above will also apply
to a personal leadership situation.
Individuals have the desire to feel that they are unique (Bolles, 1996:453). They want to
discover a specialness that is intrinsic to them. Therefore, it is essential to establish where
they stand in relation to themselves and what it is that they wish to achieve in life (Bolles,
1996:453). Unless they understand where they are headed, the possibility of them having
a successful journey will be severely limited. If they are unsure of the route, they are
likely to experience weariness and confusion (Barna, 1992:12). It is only once they know
what their vision in life is, that they will know what route to take.
This vision, according to Maxwell (1993:139-142) will become the energy behind all their
efforts, it will be the force which will push them through all their problems. It is an
adventure Barna (1996:75), the type of journey they can embark on in order to realise their
full potential and to become the persons they want to become (Meyer, 1993:3). Leaders
are thus required to step back from the rush of their daily activities and to honestly
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evaluate and assess the value of their lives. They are forced to answer questions about why
they are devoting time, energy and money to certain endeavours in life (Lonier, 1999:13).
This is considered a step in the right direction by Meyer (1993:3) who states that once you
have crystallised your thinking, you will be in a position to establish the exact direction of
your own life and hence you will commit yourself in an exact direction. It helps you to
initiate change rather than responding to the actions of others. Once you have learnt to do
this, you are able to encourage others to be even more adventurous (Lonier, 1999:38).
Vision also provides leaders with pro-active direction by means of which they can
organise the resources at their command (Hendricks & Ludeman, 1997:60). Covey
(1992:81-83) echoes this sentiment by stating that they become more self-aware with
regard to their own degree of proactivity because their time and energy is focused.
2.3.2 Vision promotes a sense of personal commitment
Senge (1991) reflects on an old understanding from the book of Proverbs, that the quality
of our lives is intimately connected to the quality of our aspirations. He states that it is
only once leaders know what they want to create from their lives, what they want to aspire
toward, that they will be able to create a vision in life. This vision will become their
passion because they will be personally committed to it. It will add meaning to their lives.
Bennis (1998:40) believes that passion is an essential ingredient provided by vision.
Personal leaders will communicate this passion in every course of action. They will
display an intense love doing what they do. This passion will serve as a source of hope
and inspiration for others. Ultimately it cultivates self-confidence. Because leaders enjoy
what they do, they feel good about themselves. They function better and have the power
to persevere. The chances of "burn-out" are also greatly reduced. (Van Schalkwyk,
1995 :38).
Nanus (1992:16) furthermore indicates that people appear more willing and eager to
commit voluntarily and completely to something they consider truly worthwhile,
something that represents significant improvement in their own organisations or their own
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lives, something that will foster growth and progress. That is why we find people who
volunteer for environmental causes and countless charities.
2.3.3 Vision provides a sense of purpose and meaning
Research done by Charlton (1993:50) showed that there are two essential purposes
underlying the competence of vision. It creates an attractive future, which will motivate
leaders to find their own roles. It also assists them in engaging in a venture, which is
purposeful and creative. Hence, it provides them with a sense of focus as to where they
are heading. This allows them to make certain choices with regard to their time and
activity and consequently they are able to distribute decision-making widely. It transmits
unshaded clarity on what is expected from leaders.
The vision, according to Nanus (1992:16) also creates meaning in the lives of individuals.
They no longer see themselves as mere clerks or material-handlers, or whatever the job
demands, but as first-rate individuals who provide a valuable human product or service.
There is also a world of difference in terms of their dedication, pride, self-image and job
performance.
2.3.4 Vision ensures continuity
According to Van Schalkwyk (1995:36) vision ensures continuity. It steers leaders in a
goal-directed and purposeful manner so that they know where they are heading. Hence
they are afforded the opportunity to create reality and not to merely react to it. It helps
them to imagine a future that is better, a means to creating superior future reality (Barna,
1992:68). Meyer (1993:3) states that once leaders are clear on what their aims, dreams
and desires in life are, they will be more motivated to set goals for themselves and to put
them into action. Their purpose will be clarified, clear direction will be given and they will
be empowered to perform beyond their resources (Covey, 1995:105).
Setbacks, according to Hendricks and Ludeman (1997:107) will then be perceived as
barriers on the path to something more elaborate. The vision is clear and therefore these
20
barriers will be viewed as challenges rather than obstacles. Barna (1996:110) states that
very often, those individuals who are driven by vision outthink the obstacles as
opportunities. They do not quit when the journey becomes too difficult, they persist
(Maxwell, 1993:145).
2.3.5 Vision precedes success
Barker (1991) points out that a positive vision of the future is one of the strongest
motivations for change which people possess. Barker cites the work of Fred Polak, who
on surveying the literature of several nations, past and present, found that a significant
vision preceded success. A clear message is conveyed to leaders, to thrash out their future
and to forget about those things over which they have no control.
They should instead build a powerful vision of the future to which they can commit
themselves and their time, money and energy. This will enable them to do extraordinary
things in the face of adversity. The message is clear, leaders with a vision of their own
future are powerfully enabled. Those without vision are at risk of losing their sense of
direction - and therefore fail (Barker, 1991).
2.3.6 Vision creates an openness to learn
This openness to learn is, according to Barna (1996:106) one of the most impressive
qualities that leaders can derive from the creation of a vision. Whether past
accomplishments are significant or not, makes no difference. Leaders will strive to absorb
new ideas, new truths, new data and new principles. They realise that it takes a very busy,
inquisitive mind, to keep up with a reality that is ever changing (Barna, 1996:106). Van
Schalkwyk (1995:37) shares this sentiment and points out that those with vision
constantly place a high premium on new ideas.
When leaders are faced with challenges or difficult decisions they are able to jolt their
thinking to a new level where they can gain a fresh perspective on the matter. They are
capable of stepping out of their own and moving to upper levels of success (Lonier,
1999:27).
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2.3.7 Vision cultivates effectiveness
Van Schalkwyk (1995:38) expresses the view that vision enhances effectiveness. Vision
is a straightforward activity that generates blinding revelations of the future and is the best
way to pursue new opportunities (Frisch, 1995:12). Schwartz (1991) states that vision
gives stability and structure to leadership and promotes high levels of efficiency as leaders
organise their lives and themselves. It also creates coherence out of fragmentation, and
they begin to understand that all the little tasks do have a bigger compelling picture
(Harari, 1995:27). This implies that all human energies will be aligned toward a common
end instead of being fragmented. By focusing attention on the future, leaders engender
commitment rather than compliance (Charlton, 1993:50 ; Van Schalkwyk, 1995:35).
2.3.8 Vision establishes a standard of excellence
Individuals, according to Nanus (1992:17) want to do a good job, they want to have a
feeling that they are effective in advancing the organisation's purposes and are being
recognised for their contributions. The vision provides the measure by means of which
leaders and workers can evaluate their worth to the organisation.
Similarly, the vision will provide personal leaders with the measure by means of which
they can evaluate their own lives and their worth to others.
2.3.9 Vision effects change in difficult and challenging times
According to Bolles (1996:82) vision serves as a guide to effect change in difficult and
challenging times. Whilst they cannot dictate the behaviour of others, their visions can
serve as a sifting and filtering device as to how they can conduct themselves. It serves as a
protective boundary and ultimately becomes a magnet for others (Bolles 1996:82). It will
also enlighten them on how to create a better future. Hence, they will have no reason to
sometimes feel powerless, hopeless or even helpless. Fear will be replaced by faith and
they will refuse to succumb to any form of victimisation. They will become pro-active,
rather than reactive in their approach to the future (Barna, 1996:107).
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2.3.10 Vision promotes productivity
The creation of a vision promotes productivity and helps people to keep their loyalty
focussed (Van Schalkwyk, 1995:36). It turns leaders away from their own failures and
focuses them in the direction of success. It also promotes productivity. You experience
growth in all the dimensions of your life. Leaders are inspired and are forced to perfect
their performance on a daily basis (Van Schalkwyk, 1995:36-37).
2.3.11 Vision empowers leaders to endure suffering and personal sacrifice
Barna (1992:16) believes that the creation of a vision will provide personal leaders with
the ability to endure suffering and personal sacrifice. This is because they will have the
insight that instructs them as leaders and directs their path. Mother Theresa is an example
of a person who displayed very little hope of being able to change the lives of the people
around her, but because of her vision, she had the power and the energy to transcend her
natural capacities with intense commitment. She was a leader who summoned the courage
to minister to the sick and poor in India. She risked her life and sacrificed her comfort
because she had a vision, "to love the unloved" (Barna, 1992:16-20). Hard times did not
serve as a hindrance. She was a visionary who recognised that in order to grow, there
must be a certain degree of suffering. However, her suffering was a means to personal
maturity and a challenge on her path to growth (Barna, 1996:105).
Martin Luther King Junior endured fatal beatings, slander, jailing and various other
inequities in his quest to erase the injustice and injuries of a race-based prejudice and
hatred (Barna, 1992:22). He was a visionary who accepted his suffering as a natural part
of his journey (Barna, 1996:107). Ghandi was a man who experienced grave suffering.
He was a man with vision, who emerged experiencing personality growth and
development (Covey, 1995:106).
2.4 CONCLUSION
From the information presented in the preceding chapter, vision appears to facilitate
personal leaders toward focussing on the second of the three personal leadership questions,
namely: where an individual wants to go with his/her life.
Based on a word and conceptual analysis of vision in an organisational and personal
context, personal vision was defined and an integrated definition was formulated.
Personal leaders were also given insight into the value that can be derived from the
creation of a vision. Many positive characteristics were highlighted in detail. The three
characteristics, which assumed significance, were:
vision provides direction and assists in decision making;
vision ensures continuity, hence leaders are kept on track;
vision creates meaning and purpose.
When leaders have a clear idea of the direction in which they are heading, they are
engaged in a creative and purposeful venture. It helps them to make choices, and to
determine what's worthwhile to be achieved. Regardless of obstacles or challenges, vision
will keep leaders on track, hence they will be able to achieve their personal objectives.
Now that we know what a vision is and what value it can provide for personal leaders, we
need to determine how personal leaders can identify and formulate a vision.
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CHAPTER THREE
THE IDENTIFICATION AND FORMULATION OF A VISION
3.1 INTRODUCTION
In chapter two, the concept "vision" was clarified. However, knowing what a vision is,
simply does not suffice. Personal leaders now need to know how to arrive at their own
visions. Before they can identify a vision, they need to understand why they are doing this.
Personal leadership is a process that can assist in this direction. It is a constant journey that
an individual embarks on to become the person he/she wants to be (Meyer, 1993:3).
In other words, personal leadership endeavours to facilitate the individual towards a better
understanding of:
who he /she is
where he/she wants to go; and
how he /she will manage to do so
This study will facilitate personal leaders toward a better understanding of where they are
going as expressed in a personal vision. When individuals know what their needs, dreams
and desires are, they set certain goals for themselves. Identifying and formulating a
personal vision becomes the internal power that provides the motivation and commitment
that is necessary in order to achieve these goals (Meyer, 1993:3).
This chapter will focus on two aspects, namely the identification and formulation of a
vision. The first aspect will focus on how personal leaders can identify their visions. The
identification techniques of various authors will be compared. The second section of this
chapter will focus on the formulation of a vision. The formulation of an organisational
vision will be studied in an attempt to show that the same principles can be used in the
formulation of a personal vision. This section will also provide individuals with a
structure, which will assist them with the formulation of their own personal visions.
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3.2 HOW TO IDENTIFY A VISION
In order for individuals to attain self-fulfillment, they need to understand who they are,
how they act and what they want out of life (Bohnsack & Jackson, 1994:31). Bennis
(1989:847) further states that until individuals make their lives their own, they are walking
around in borrowed clothes. This implies, that to become a personal leader individuals
must become themselves, they need to be the makers of their own lives. It is only once
they truly know themselves, with all their strengths and weaknesses, what they want and
the reasons for doing it, that they can succeed (Kouzes & Posner, 1993:58). Leaders can
be perceived as their own raw material and once they know what they are made of they
can begin their lives (Bennis, 1989:47).
The process where individuals get to know themselves should start with their most inner
parts, with their character, their motives and their paradigms (Covey, 1995:43). This could
prove to be difficult due to the powerful impact that conditioning might have had on their
lives. When individuals reach the age of puberty, they have already been conditioned to a
large extent by family, friends, school and society, which by word and example have told
them how to be. However, they have the potential to think differently. They have the
power to shift their paradigms to new, deeper levels of thinking. They need to separate
who they are and what they want from what the world thinks and wants them to be. This is
not a process that can be taught. It is only individuals, themselves, who can express their
needs and wants (Covey, 1995:44; Bennis, 1989:47).
Hendricks and Ludeman (1997:13) explain that all individuals have personas. The term
'persona' comes from the word that actually means mask. It is the mask or act which
persons wear in order to survive in the world. Individuals have one or more personas
wrapped around their true essence and the true essence of each person lies beneath the
masks. The true self is often characterised by qualities that have become obscured in the
growing up process. Once leaders identify the essence, the mask disappears and they are
able to see the essential person inside (Hendricks & Ludeman, 1997:13).
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Several authors that can assist leaders in their search to know themselves have devised a
wide variety of techniques for identifying one's personal vision. For the purposes of this
study a few will be discussed.
3.2.1 Reflection
An effective means of bringing leaders close to self-knowledge is reflection (Kouzes &
Posner, 1993:81). This is done by keeping a journal of thoughts, where leaders record all
the meaningful personal experiences in their lives that make them unique. They can also
share their stories, hopes and memories with others. They may also discover competencies
and values, which they never knew about (Kouzes & Posner, 1993:81; Bohnsack &
Jackson, 1994:39).
Reflection, according to Bennis (1989:61) is also a means of dialogue which leaders have
with themselves. It is a very effective way of gaining an understanding of themselves by
reflecting on all their experiences. In this way they ask questions which provoke self-
awareness. This means that they will have a conversation with themselves where they
would ask the right questions at the right time in order to gain some form of truth about
themselves and their lives. The types of questions, which they could ask, according to
Bennis (1989:61) are:
What really happened?
Why did it happen?
What effect did it have on me?
By doing this, leaders locate and appropriate the knowledge that they need. It is also a
good way of discovering information that they have known but that was forgotten (Bennis,
1989:61). The purpose of the reflection is to discover their own uniqueness.
3.2.2 Paint a mental picture
According to Russell (1998:81-81) it often helps to get away from the busy routine of
daily life. He suggests meditation as a means of unburdening an individual's thoughts.
This also helps individuals to focus on what is important to them.
Leaders are encouraged to paint pictures in their minds of what they would like to become.
This mental picture gives leaders a purpose in life - the achievement of the pictures that
they have painted. It also assists leaders in improving their performance (Russell,
1998:99).
3.2.3 Focus on those you admire
Leaders often admire those who stand up for something. They respect those who believe in
something and who have the courage of their convictions (Kouzes & Posner, 1993:60).
Hence, leaders could list their favourite heroes, admired historical leaders, favourite songs,
favourite idiomatic expressions, the men and women they want to be like, whom they have
emulated and imitated throughout their lives. This will give them some indication of
which values and core beliefs lay the cornerstones of their lives (Kouzes & Posner,
1993:80-8; Andreas & Faulkner, 1996:88).
3.2.4 Know your passions, your desires and your loves
Only leaders know what it is that they truly love. It could be teaching, exploring, inventing
or any other possibilities (Andreas & Faulkner, 1996:88). Leaders could find a hint in the
hobbies they enjoy. They could think of all those passions that will provide inner signals
of excitement and interest. They could also take inventory of the most fun events in their
lives. Also, if they had five million rand, what would they pay to do (Andreas & Faulkner,
1996:88)?
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28
Once leaders have determined their passions and desires, they could enjoy the following
exercise designed by Robbins (1991:426) which will assist them in defining themselves.
As a leader you must imagine that you are looking in the dictionary under your
name. What would it say? Would three words suffice or would it demand volume?
You must then write down the definition that you would like to find if you were to
look up your name in the dictionary.
Now you must imagine that you are creating an I.D. card that would represent who
you truly are. What would be on it — and what would you choose to leave off it?
Would a picture appear on your I.D. card? Would you list all your vital statistics?
Would you give a physical description of your emotions and your
accomplishments? You need to take a moment to describe what would appear on
your I.D. card to show someone who you really are.
Once you have given this description of your identity, you will discover that in essence, it
is your life-story, who you are and what you want in life (Robbins, 1991:426).
It is this simple, but significant question: "What do you want in life?" that Senge (1991)
ponders on. Vision starts with the answer to this simple question (Hendricks & Ludeman,
1997:8). It is only when individuals are able to answer this question, that they will be able
to formulate a vision for themselves, because this vision will become their passion in life
and without passion there is no meaning in life because they are not really committed
(Senge, 1991).
Once leaders have gone through all the techniques, it would be helpful to focus on Past
Personality Influences to ensure that they have not been influenced by society or
conditioning in identifying their own vision.
3.2.5 Past Personality Influences
Leaders, according to Jones (1996:33) do not exist in a vacuum. They are a product of the
DNA that resides within them, hence they are also formed by P.P.I. — the Past Personality
Influences that have combined them to become the persons they are. This is a sentiment
29
shared by Bohnsack and Jackson (1994:36) who believe that during childhood individuals
are greatly influenced by their parents and they carry that influence with them for the rest
of their lives. To illustrate this, leaders can perform the following exercise to determine to
what extent Past Personality Influences have formed their lives:
As a leader you need to write down what your relatives wanted you to be: father,
mother, grandmother, grandfather, uncles, aunts and siblings.
Now draw a composite picture of what the described person would look like if all
expectations managed to surface in only one person (Jones, 1996:34).
An interesting revelation by people who performed the exercise was that their ideal
composite self was based on their parents expectations (Jones, 1996:34). Leaders are
therefore faced with the important task of sorting out which ones fit them and which ones
do not.
Very often, in the process of discerning the "true self', leaders will find that they were
influenced by their parents' "unlived" lives' (Bohnsack & Jackson, 1994:36). Jones
(1996:34) agrees with this and adds that leaders even pick up the frustrations felt by their
parents. A father might have wanted to become a doctor but because there was not enough
money to support the family, he became a post-office clerk instead. Hence, he had to shout
"NO" to his dreams and subconsciously the leader resolved to live out his father's
unfulfilled dreams.
In order to identify their true "selves", leaders need to answer the following questions?
What were your parents' unlived lives? Do you know what their dreams were?
Write them down.
Have their unlived dreams affected you? If so, how (Jones, 1996:37)?
Who are you really - stripped of these expectations?
To summarise, the following will assist when identifying one's personal vision:
Embark on a process of reflection where you record all those meaningful personal
experiences and memories that make you unique. In this way you gain a better
understanding of yourself, your values and your competencies.
30
Paint a picture in your mind of what it is that you would like to become. This will
provide you with a purpose in life, namely, to achieve what you have painted in
your picture.
List all those people you admire, emulate, imitate or respect. Your favourite songs
or idiomatic expressions could also be included in your list.
Also identify all those things which you love and desire in life. This will give you
some indication of your core beliefs.
Design your own personal I.D. card, which describes your true identity and
discover who you are and what you want in life.
Once you have gone through all these techniques, it would be helpful to test to
what extent past Personality Influences might have influenced your life and to
identify your "true self'.
Once leaders have gone through the process of determining who they are and have
provided answers to the question: "What do I want with my life?", they are ready to
formulate their visions. Hence, the next phase to be dealt with in this chapter is the
formulation of a vision.
3.3 HOW TO FORMULATE A VISION
In the previous chapter it was indicated that some aspects of vision within an
organisational framework can be translated to the context of a personal vision. Hence, the
point of departure for this section will be to discuss the formulation of vision within an
organisational context in an attempt to show that the same principles applied can be
translated to a personal vision context. Two examples of an organisational vision are:
The vision of Andersen Consulting worldwide is: "To be the world's Premier
Professional Services Organisation" (Faure & Faure, 1996:3).
The Quaker Oats Company's vision is that they are a marketing network, dedicated
to the caring support of downline associates and service through better health
(Gray, 1998).
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The literature of various authors dealing with the formulation of vision within an
organisational context will be compared and integrated.
3.3.1 Formulation of vision within an organisational context
Anyone who knows anything about business success, according to Renton (1997:18) and
Gleason (1995:24), has learnt that it is important to define a clear strategy for the
organisation and this strategy begins with vision. If the leaders of organisations fail to
define the business they are in and where they are heading, they cannot effectively design
and manage the organisation toward success. The first step in this process is to do a vision
audit.
3.3.1.1 The vision audit
Formulating a vision starts with a clear understanding of the current job description,
direction and fundamentals of business that the organisation is in (Lewis, 1997:42). To do
this leaders need to examine the jobs and how they are performed, the customers, financial
and marketing implications, what the organisation does and how the organisation's future
will look if nothing changes.
Once the organisation has a clear idea of what its purpose, direction and desired future are,
individuals within the organisation are then able to find their own roles. In addition to
defining what the organisation is about, it's core ideology, they also have the framework
for a vision (Bennis & Nanus, 1985:90; Lewis, 1997:142; Loewen, 1997:179-180).
3.3.1.2 The vision scope
Every organisation also has critical stakeholders whose needs, interests and expectations
need to be defined since each has a unique involvement with the organisation. An
understanding of the threats and opportunities which they pose, also need to be considered.
It is also essential to establish what the boundaries of the new vision will be. Most
32
executives, according to Cowley and Domb (1997:67), prefer finite time frames, usually
three to five years (Bennis, 1989:62; Cowley & Domb, 1997:67-68; Nanus, 1992:19).
3.3.1.3 The visioning process
Leaders have now gained valuable information about what happens in the organisation,
how things happen and who makes things happen. This knowledge then becomes the
source for much of the insight that goes into crafting a vision for the organisation. It is also
important, however, to remain flexible and receptive to ideas, intuitions and insights,
regardless of the sources (Cowley & Domb, 1997:69).
The next step is to develop a mental image of a possible and desirable future for the
organisation. Hence, a "Vision Question" should be developed. This should be a question
that invites all principal shareholders to contribute any thoughts they might have on the
nature of their ideal future for the organisation. The team then brainstorms answers to the
vision question. In addition, participants are asked to express their ideas. If a considerable
amount of information has been developed, participants can be asked to carefully review
and reflect on the information as they develop responses (Cowley & Domb, 1997:69,
Lonier, 1999:38). The types of questions that according to Cowley and Domb (1997:69)
and Lonier (1999:38), could activate leaders to peer into the future are:
It is 2005 and everyone is happy with the organisations strategic success. What
does the organisation look like and how did it get there?
What trends do leaders see that are specific to their industries and what do these
trends tell leaders about the direction that their customers are headed?
3.3.1.4 The vision choice
More than one vision can emerge from the answers to the vision questions, hence it is
essential to prioritize the answers since all the visions will not carry equal weight. Here,
the leader will play a significant role since he knows where the organisation's main
emphasis lies and what will produce success for the organisation. The intent of the ranking
33
exercise is to clarify thinking and to create a vision that is aligned to what the organisation
is and what it wants (Lewis, 1997:15).
It is vital to have a set of chief criteria for the most attractive and promising visions. The
visions will then be ranked according to the criteria and the vision that is most consistent
with the organisation's strengths, culture and values is chosen (Lewis, 1997:15).
To summarise, it is evident that there are four main steps in developing a vision for an
organisation, namely:
The vision audit, where organisations determine the type of business that they are
in.
The vision scope, which defines who the critical stakeholders are.
The visioning process, where all the future developments, wants and needs of the
organisation are anticipated.
The vision choice, where all the alternative visions are evaluated and the one that
best fits the organisation, is chosen.
These steps could also be translated to the context of personal vision. In terms of the type
of business, individuals determine who they are and what it is that they do. The vision
scope would refer to all the people involved in an individual's life in all the different roles
that are fulfilled. The visioning process would require persons to imagine what they want
to become, what they desire for the future in order to realise their full potential. Finally,
several images and desires will emerge and it will be each person's responsibility to
choose the vision that fits the true essence of who they are.
3.3.1.5 Components of an organisational vision
An organisation can be considered to be multidimensional. On one level, it can be defined
simply by the products or services it provides and the market, customers or clients who
receive them. But there are also other dimensions that sharpen the definition of an
organisation's effectiveness (Nanus, 1992:42).
Type of Business
Critical Success Factors
Values
34
The following define the basic nature of an organisation and the questions that need to be
answered when formulating an organisation's vision:
Type of business: This defines the type of business that a company is in. One
company's business could be to provide pet food to large food chains and
supermarkets. Another company's business could be to provide banking services to
the larger community (Nanus, 1992:46).
Stakeholders: This refers to the investors, customers, clients and all those who
have a stake in the company (Nanus, 1992:46).
Values: It is that which the company considers worthy of accomplishing, that
which enhances their pride and their image. A company could for example commit
to providing good customer service whilst another commits to the provision of
safe, nutritious, reasonably priced pet foods. (Nanus, 1992:49).
Critical success factors: These are the factors, which are essential in order for a
business to survive and to be successful. If we think in terms of a company who
manufactures tinned foods, their critical success factors would be amongst others,
shelf space and the recognition of a brand name (Nanus, 1992:62)
The components of organisational vision can be illustrated in the following diagram.
Fig. 3.1 Components of an organisational vision.
35
In terms of personal vision, the same components are applicable.
Type of business: This would refer to who you are and what you do. You could
for example be a teacher who moulds and inspires others or a doctor who takes
care of the ill or saves the lives of others.
Stakeholders: These are the people who affect you or those whom you affect. In
the case of a teacher, it would be those whom you teach or those whom you work
with. The roles that you fulfill in life are also significant.
Values: These are the interest, goals and the preferences that guide you and which
help you to determine what is most important to you. You might be doing what
you do because you want to provide a service to others or it might serve as a source
of financial security for you.
Critical success factors: These are the factors, which are essential in order for you
to succeed. A doctor, for example, would need the necessary qualifications. He
would also need a post in order for him to practice medicine.
Now that we have discussed the formulation of an organisational vision, we need to
proceed to the formulation of a personal vision.
3.3.2 The formulation of a personal vision
When vision was defined in chapter two, it was thought of as a very personal process
which individuals embark on. They imagine a mental picture of what they would like their
futures to look like. It allows them to perceive the heights of their possibilities.
To enable this stretch in their thinking, they need to perform an exercise that will help them to
define their personal visions: that which they want to create for themselves and the world around
them.
The views of various authors will be discussed but Senge's (1994:201-204) process for the
formulation of a personal vision will be the main framework.
36
3.3.2.1 Relax and prepare a space
The exercise should begin informally. Leaders need to sit in front of their word processors
or with a notebook and write down all the ideas about their aims that come to mind. The
types of questions that Lonier (1999:5) suggests in this regard are:
What are my grandest ideas?
What am I ultimately striving for?
What legacy do I want to leave behind?
No one needs to see or know what one has written. There are no right answers, neither is
there any particular ways of measuring whether one has failed or succeeded. So it is
essential for persons to let their imaginations run free when defining their visions. They
can be playful, inventive and spirited. They can make it as big and colourful, or as small
and black and white as they like. They could adopt the attitudes of the children they once
were, the children who asked similar questions (Bohnsack & Jackson, 1994:14).
When they are about to do the exercise they need to prepare the time and space within
which they can work. It is essential that they give themselves "time-out", time for
themselves, in order to perform the exercise. It should be a day free of telephone calls and
visitors. They can retreat to a private area, with comfortable furniture where they can relax
and write. Glaring light and other physical distractions could hamper the progress of the
exercise, hence it is essential to choose an area free of these. A piece of favourite music
could be played or perhaps silence will be their preference. (Bohnsack & Jackson, 1994:
14-15; Glouberman, 1989:56; Lonier, 1999:5; Senge, 1994:201)
3.3.2.2 Step 1: Create a Result
As a leader you can begin by transforming yourself to a reflective frame of mind. By
taking a few deep breaths and then exhaling all the tension that might be present, you will
feel more relaxed, comfortable and focussed (Glouberman, 1989:82; Senge, 1994:201).
After relaxing you could move straight into the exercise, or you may prefer to ease in by
inviting images or a memory that is meaningful to you, to emerge. This implies that you
37
step aside and allow yourself to do what is really simple and natural. You could imagine
your favourite spot in nature (real or imagined), your favourite heroes and heroines, the
image of an animal, a particular time when something special happened in your life or an
encounter with a famous or valued person. Your eyes should be closed for a while and
you should try to stay with that image (Glouberman, 1989:82; Senge, 1994:201).
You can open your eyes and imagine achieving a result in your life, which you deeply
desire, for example, living where you most wished to live or having the relationships you
most desired. It is important to ignore how "possible" or "impossible" the vision seems.
Remember that the images do not have to conform to any known scientific principles.
You must then imagine accepting the full manifestation of this result into your life. You
could choose to draw the image, which you have imagined, or you could merely write it
down. When writing, it is essential to write in the present tense as if it is happening now.
You could allow the image to become clearer according to Senge (1994:201-202) by
asking:
What does the image look like?
What does it feel like?
What words would you use to describe it?
Thus you would have done the following:
Prepared by clearing a space and relaxing.
Invited an image or memory to emerge
Studied the image.
This creation of a result as well as the next step, ties in with the process of identifying
one's vision discussed previously in this chapter.
38
3.3.2.3 Step 2: Reflect on what you have discovered
You should now spend a few minutes to reflect on what you have just been through.
Pause for a while and consider the answer to the first question: "What does the image look
like?" Was the vision that you articulated close to what you really want (Senge, 1994:
202)?
When doing the exercise, it is important to remember that you are trying to discover your
own, personal vision. So, concentrate on what you want to become. Suspend all fears that
you might have about the limits, which your future holds. Whether it is literally possible
or impossible is not important. Imagine all the rewards that you want if you deserved
them (Senge, 1994:202).
Also remember that a personal vision is not something which is already in existence and
which is waiting to be unearthed and decoded. It is something that you need to create, and
to continue to create throughout your life. Because it is your vision, it cannot run away
with you, it can only increase your awareness. If there is a subject, which frightens you,
ignore it for this exercise and perhaps re-visit the subject at a later stage (Senge, 1994:
203-204).
By doing this, you prevent the following misunderstandings which are highlighted by
Senge (1994:202-203) from hampering your progress:
You can't have what you want.
You want what someone else wants.
It doesn't matter what you want.
You already know what you want
You are afraid of what you want.
You don't know what you want.
You know what you want, but you can't have it at work.
39
3.3.2.4 Step 3: Describe the Personal Vision
The next step is to answer the following questions. Again the questions should be
answered in the present tense as if it is happening right now. If one finds that the
categories do not quite fit one's needs, one is free to adjust them. It is important to
continue until one has a complete picture of what one wants.
Imagine achieving the results you deeply desire. What would these results look like?
What would they feel like? What words would you use to describe them (Senge,
1994:204; Lonier, 1999:38)?
Self-Image: What qualities would you like to portray if you were the exact person
you wanted to be?
Tangibles: List all the material things that you would like to own.
Home: Describe your ideal living environment.
Health: What are your desires with regard to health, fitness and any other aspects
related to your body?
Relationships: What is the essence of the relationships that you would like to
have with your family, your friends and others?
Career: What do you desire in terms of your professional or vocational status?
What impact would you like your efforts to have on others?
Personal Results: List those personal trends which you would like to create in the
areas of travel, reading and individual learning.
Community: What is your vision for the community or society in which you live?
Other: Are there any new trends, in any other arena, that you would like to
create?
Life Purpose: Imagine that you have a unique purpose in life and that it is
fulfilled through what you do, as well as the way you live and your interpersonal
relationships. Describe your purpose as another form of reflection.
The illustration on the components of an organisational vision can also be integrated to
assist individuals in the description of their personal visions. The preceding areas have
been incorporated into the elements of an organisational vision (Fig. 3.2) to make it
applicable to personal vision.
Type of Business
Self Image Life purpose Personal results
F
Values Home Health Tangibles
Critical Success Factors
Careers
Stakeholders Relationships Community
40
Fig.3.2. Integration of the components of organisational vision and the elements of personal vision.
An example of a personal vision based on these elements would be:
"My vision of myself is a caring and inspiring teacher of primary school children based on
my values of love, respect and responsibility." In order to do this, I need the necessary
qualifications and a suitable position at a school.
3.3.2.5 Step 4: Expand and clarify the vision.
People often ask: "Is it all right to be a millionaire, or to own a luxury car?" The purpose
of this exercise is to suspend any form of judgement about what exactly is "worth"
desiring. Instead, you need to ask: "Which aspect of my vision is closest to my deepest
desires?"
For you to find out you need to clarify and expand each dimension of your vision. At this
point, you need to go back through your list of components of your personal vision that
41
you have written down: including the elements of self-image, tangibles, home, health,
relationships, career, personal pursuits, community life, purpose and any other aspects.
Ask yourself the following questions about each element before going on to the next one
(Senge, 1994:205).
If I could have it now, would I take it?
You will also find that you are sometimes imprecise about your desires. You may, for
example, desire to own a castle. However, if someone actually gave you a castle, with its
difficulties of maintenance and modernisation, your life might change for the worse. You
can then amend the desire to: I want an elaborate living space, with a sense of remoteness
and security, while it still has all the modern conveniences. (Senge, 1994: 204 — 205)
You must now assume that you have it. What does that bring you?
This question immediately provides you with a richer image of your vision, so that you
can see all the underlying implications clearly. If for example a sports car was your desire
you need to indicate: Why it is wanted? What will it allow you to create? (Senge, 1994:
201)
Formulating a perfect vision takes time. Senge (1994:206) equates it to the peeling of an
onion, except that every layer, which is peeled, remains valuable. It is by no means
necessary to discard the desire to have a sports car or to be a millionaire. Rather, what is
important, is that individuals try to expand their understanding of what is important to
them. At each layer they should consider the following:
If they had it, would they want it?
If they had it, what would it bring them (Senge, 1994: 205-206)?
Senge (1994:206) uses the following example to illustrate how a personal vision can be
clarified and expanded in the form of a dialogue between the person formulating the vision
and a friend:
"My goal right now, is to boost my income.
42
What will that bring you?
I could buy a house in North Carolina.
And what will that bring you?
For one thing, it would bring me closer to my sister. She lives near Charlotte.
And what would that bring you?
A sense of home and connection.
Did you put on your list that you wanted to have more of a sense of home and
connection?
[Laughs] No, I didn't. I just now realised what is behind my other desires.
And what would a sense of home and connection bring you?
A sense of satisfaction and fulfillment.
And what would that bring you?
I guess there's nothing else — I just want that. [Pause]
I still do want a closer relationship with my sister. And the house. And, for that matter,
the income. But the sense of fulfillment seems to be the source of what I'm striving for".
Ultimately, each leader will find that the many components of their vision will lead them
to three or four goals. They will all have their own set of primary goals. What is
important is that they constantly ask themselves what it would bring them. This provides
a structure that forces them to take time to see what it is that they truly desire (Senge,
1994:206).
To summarise, there are four main steps in the formulation of a personal vision, namely:
Step 1: Create a result. Here leaders take time to relax and invite images, which are
meaningful to them, to emerge. They then describe, in words, what the image looks
like and what it feels like.
Step 2: Reflect on what you have discovered. Reflect on what the images look like
and determine whether it is close to what you really wanted.
Step 3: Describe the personal vision. Certain questions regarding your needs are
then answered. The elements of personal vision that are included are self-image,
tangibles, home, health, relationships, career, personal results, community, life-
purpose and any others which they wish to include.
43
Step 4: Expand and clarify the vision. Clarify and expand your understanding of
what is important to you. The two important questions to consider are:
If I had it, would I want it?
If I had it, what would it bring me?
3.4 CONCLUSION
What is apparent from the discussions in this chapter is that the principles and procedures
pertinent to organisational vision can be translated to the context of personal vision. The
difference, however, is that even though business leaders use similar principles it is
without a deep, intimate and personal meaning.
Several techniques were provided, which could assist personal leaders with identifying
their personal visions. These included the techniques of reflection, painting a mental
picture, focusing on those people whom they admire and emulate, and lastly discovering
their passions and desires.
The formulation of vision within an organisational context was discussed and translated to
the context of a personal vision. Four essential steps were identified in the formulation of
an organisational vision:
The vision audit, which determines the type of business;
The vision scope, where stakeholders are identified;
The visioning process, where future developments are perceived;
The vision choice, where the best suitable vision is identified.
Personal leaders were also provided with a framework, which could guide them in the
formulation of their personal visions. Four steps were identified:
Create a result by inviting an image to emerge;
Reflect on what was discovered;
Describe the personal vision;
Expand and clarify the vision.
44
The main elements of an organisational vision (type of business, stakeholders, values and
critical success factors) were interpreted in terms of a personal vision in order to assist in
the formulation. It is now necessary to proceed to chapter four, which will provide a
summary of the preceding chapters as well as concluding remarks.
45
CHAPTER FOUR
SUMMARY, FINDINGS AND CONCLUSION
This chapter will reflect on the manner in which the problem, regarding people who do not
have personal visions, was addressed in this research essay, followed by findings based on
the literature study and, finally, concluding remarks.
4.1 SUMMARY
This study was conducted within the framework of personal leadership, which in essence
endeavours to guide an individual toward personal mastery. Personal leadership focuses
on three important questions, which provide individuals with greater clarity, namely:
Who am I?
Where do I want to go with my life?
How will I do this?
In the process of personal leadership development, individuals embark on a journey to
discover their true needs, dreams and desires. Once they discover what these are, they then
set certain goals for themselves. The identification and formulation of a personal vision
forms the essence of this process. This vision then becomes the motivating force for
individuals to pursue their dreams.
The aim of this research was to provide individuals with some insight into the nature and
value of a personal vision and to provide some guidelines to assist them in the
identification and formulation of their own visions in order to become effective human
beings.
46
4.2 FINDINGS
4.2.1 The nature of a personal vision
In chapter two, several dictionary explanations were provided and vision was defined as a
distinct or vivid mental image that is perceived through the imagination. The concept
"vision" was further clarified in a personal and an organisational context.
Although this study focused on personal vision, "vision" as used in an organisational
context, helped to elucidate the concept further. A concept analysis of vision within a
personal and an organisational context was performed and the following integrated
definition of vision was formulated:
Vision is a creatively imagined mental picture, which leaders have of what ideally,
realistically and credibly their future will look like. This picture is uniquely personal
and is based on (present) reality. It defines why leaders exist and what they stand for.
This image is an improvement of the present. It focuses on what leaders' ambitions or
goals are, and provides direction, energy and hope to drive those ambitions.
4.2.2 The value of a personal vision
Insight into the value that can be derived from the creation of a vision was also provided.
With vision personal leaders are inspired, energized, empowered and committed. The
characteristics of vision, which assumed significance were:
Vision provides direction and assists in decision making.
Vision ensures continuity.
Vision creates meaning and purpose.
Vision provides a sense of direction. The sense of direction shapes action and allows the
value of the action to be assessed. "Did I get nearer to my goal?" The sense of direction
also allows all judgements and decisions to be made more easily: "Does this help me
toward my goal or does it hinder me?"
47
4.2.3 Identifying a personal vision
Knowing what a vision is, was not enough. Leaders also needed to know how to arrive at
their own personal visions. In chapter three several identification techniques were
provided to assist them in identifying their own personal visions. Leaders were encouraged
to embark on:
Reflection, where they need to record those memories and experiences which are
meaningful to them and which make them unique. This provides them with a better
understanding of themselves and their competencies;
Paint a mental picture. Here individuals need to paint a picture in their minds of
what it is that they would like to become. This provides them with a sense of
purpose in life;
Identify those whom they admire, imitate and emulate. Leaders are thus given
some indication of what their core beliefs and values are;
Finally, designing their own I.D. cards, which depict their life stories.
It was also interesting to note that individuals have several personas wrapped around the
true essence of who they really are. They were therefore encouraged to identify those
qualities which have become obscured in the growing up process, in an attempt to discover
who they really are, by focussing on Past Personality Influences that have combined them
to become the persons they are. In this way, they lose all their personas and they are able
to see the essential person inside.
It is important in this regard to note that vision is an expression of who you really are, not
contaminated by the views of others or conditioning.
4.2.4 Formulating a personal vision
Once leaders had conducted the identification process, they needed to understand how to
formulate their own personal visions. Hence, the formulation of vision within an
organisational context was discussed in an attempt to show that the same principles can be
48
applied to the context of personal leadership. The literature of various authors on this topic
was compared and integrated in chapter three.
Within an organisational context, it was found that in order for leaders to be effective and
successful in managing a business, they need to define what the business is about and
where it is heading. In other words, their strategy had to begin with the formulation of a
clear vision.
This included the following steps:
The vision audit, which involved determining the type of business that the
organisation is in;
The vision scope, where all those who had a stake in the business had to be
identified;
The visioning process, where the future developments of the organisation is
anticipated, and;
The vision choice, where the alternative visions are evaluated and the best suitable
vision is chosen for the organisation.
The following diagram illustrates how the above steps can be translated to the context of a
personal vision.
VISION
ORGANISATION VISION
VISION AUDIT
VISION SCOPE
VISIONING PROCESS
VISION CHOICE
PERSONAL VISION
Who are you and what do you do?
Who are the people who affect you or whom you affect?
Create mental images of what you want to become in the future.
Choose the image that fits the true essence of who you are.
Fig. 4.1 Organisational vision translated to the context of personal vision.
49
Several dimensions that define the basic nature of an organisation were also identified and
illustrated (see Fig. 3.1). The components included were:
The type of business, e.g. selling pet food or providing a banking service.
Stakeholders: These refer to the customers, clients and investors.
Values: That which the company considers worthwhile to accomplish.
Critical Success Factors: These refer to those factors which are vital to the success
of the company. The success of a tinned food company, will amongst others be
shelf space and the recognition of a brand name.
When these components were translated to the context of a personal vision, the type of
business referred to who leaders were and what they wanted for their future. The
stakeholders referred to all their interpersonal relationships. The values were those
interests, goals and preferences which help leaders to determine what is important to them,
whilst critical success factors are those factors which are vital to ensure that leaders realise
their full potential.
Leaders were then provided with a framework to facilitate the successful formulation of a
personal vision. Four important steps were identified:
Create a result: This requires the preparation of a suitable space where individuals
are free of any distractions, a space where they can relax. They must invite an
image or memory to emerge. This image must then be studied.
Reflect on what you have discovered: Individuals now reflect on the images which
they invited in order to establish whether it is close to what they really desire.
Describe the personal vision: Questions regarding the needs of individuals are then
answered. The elements of personal vision which are included are self image,
tangibles, home, health, relationships, career, personal results, community, life-
purpose and any other aspects that individuals which to include. Figure 3.2 then
illustrated how these elements can be integrated with the principles of
organisational vision.
Expand and clarify the vision: Individuals now gain clarity on the vision and try to
understand what is important to them. Two important questions are considered:
If I had it, would I want it?
If I had it, what would it bring me?
50
4.3 CONCLUSION
In essence, the personal leadership process involves three phases:
Phase one focuses on the identification of who I am. It is important for me to have an
understanding of myself. This understanding can be acquired through the application of
several techniques like questionnaires, a personal SWOT analysis where I determine my
strengths, weaknesses, opportunities and threats, as well as the clarification of my values
to determine what my most important values are. I also need to understand my situation in
terms of the various roles which I fulfill (career, family, community). Only then can I
determine what my desired future is going to be - my personal vision.
This study focuses on the second phase of the personal leadership process: What is my
personal vision? It focussed on my dreams, my desires, my purpose in life, my ultimate
destination.
The third phase (How am I going to realise my vision?) is based on the preceding. It
consists of formulating a mission statement which incorporates the tasks and actions to be
performed in order to realise my vision. In order to assist in changing and growing, I need
to translate this mission statement into goals pertaining to the various life roles in which I
function.
The importance of a personal vision within this process is that it is an expression of a
person's uniqueness based on self-knowledge (phase one). Furthermore, it provides the
direction for planning and sustaining a person's growth towards effective functioning
(phase three).
51
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