Vision when new in your role

When you're new to a big role, one of the first questions you will face is 'what is your vision?'. This is before you've got your feet under the table; in other words before you've really assessed everything you'd like to know before making big pronouncements. So how do you address this without setting off on the wrong foot? 

The question hides several meanings. What is your vision for the future of the world, your global vision? What is your vision for this organisation? And of course the most important, 'What is your vision for ME?'. Each member of the team wants feel that there is something bigger than them, but relevant to them, that they can align to. 

Acting long.

Early on, it's worth being honest. The global context, far out in time is unknowable. So you have to have a view. In reality it's probably mixed. You can see danger; indeed the firm may have struck it already and brought you in to fix it. But there is also opportunity. You don't have to be right, you just have to make it clear that you believe opportunity is there and that you have a way to get to it. 

Knowing the strengths.

Vision for the firm is about its place in a global vision. Again, being realistic but aspirational is key. What do you genuinely feel the organisation can be? In taking the role, you've assessed its challenges and strengths. You'll know that some of its strengths are hidden, undervalued or under-resourced and you know how to refresh them. You can see where the organisation can go. If that's at odds with where some people want it to go, some of your work in the next three years will be creating alignment. That's sometimes a hard task, but it's why you're there now. 

Relevance and hope

The more emotionally charged question, 'what's your vision for me?' is about relevance and hope. Can people see themselves as part of that vision? Is it relevant to their experience and does it support their hopes and desires? At the beginning, you have their goodwill and if you're clear, honest and practical in your statement, they'll follow you. In other words, as well as stating the vision, you need to convince them that you know the specific actions that will get everyone there. 

Working the vision

So your behaviours and actions matter. The vision is not just a statement. It is something that you work. Your behaviours and actions, and in particular some of your early decisions, demonstrate that the vision is real for you. You are the model for what the vision means in practice, because of what you do. Perhaps you'll sometimes feel that, yes it is a 'role' like a piece of theatre, forcing on you a script that is uncomfortable. This is one test of leadership - aligning with and embodying the vision genuinely and with passion.

When you've reflected on and pursued your idea through to its practical consequences, you'll discover the mantras, the stories and the decisions that will bring it home to the whole organisation. It will also become part of your own identity and a powerful source of growth, to the point where the role, once a big step up and perhaps a confronting challenge, feels natural. 

At which point of course, you're ready for the next thing!