This document discusses the importance of developing personal, professional, and organizational vision statements. It describes how the author's initial excitement about pursuing educational administration faded due to concerns expressed by others in the field. This led to doubts and lack of motivation. However, being required to change topics for a class assignment helped the author realize the importance of having a vision. The rest of the document outlines how developing effective vision statements can provide inspiration and direction, and explores strategies for crafting visions at different levels.

1. Visions
Statements:
A
MUST
1
Visions
Statements:
A
MUST—Personal,
Professional,
and
Organizational
Lori
S.
Jacobson
Organization
of
American
Schools
–
EDUC
6540
Dr.
Bart
Reynolds
October
20,
2013

2. Visions
Statements:
A
MUST
2
Visions
Statements:
A
MUST—Personal,
Professional,
and
Organizational
In
August
of
2013
a
new
journey
begin:
after
many
years
as
a
business
educator,
a
decision
was
made
to
return
to
school
and
seek
additional
training
to
advance
opportunities
and
become
an
administrator.
Excitement,
enthusiasm,
and
interest
were
high
as
delving
into
study
topics
brought
enlightenment
and
understanding
with
regards
to
the
educational
process
and
its
historical
framework
in
this
great
country.
Unfortunately,
however,
the
bright
light
of
anticipation
and
excitement
slowly
dimmed
with
each
chapter
read-­‐-­‐hitting
a
new
peak
in
trepidation
as
actual
duties
and
perspectives
from
those
“in
the
trenches”
(teachers
and
administrators)
expressed
major
concerns
about
increased
workloads,
frustrations,
heavier
responsibilities,
less
authority,
and
many
other
complex
and
ambiguous
challenges
(Sergiovanni,
p.
190-­‐192.
The
light
and
previous
excitement
began
to
fade
as
realities
of
the
role
of
an
administrator
in
today’s
highly
complex
and
changing
society
were
made
manifest.
Similarly,
recent
readings
on
leadership
in
general
stressed
the
importance
of
having
a
positive
attitude:
“The
authentic
leader
is
confident,
hopeful,
optimistic,
resilient,
transparent
.
.
.
“
(Luthans
and
Avolio,
2003,
p.
243).
What
happened
to
the
positive
attitude
towards
accomplishing
an
important
task
or
mission?
With
a
festering,
fearful,
nagging
thought
about
moving
forward
in
a
field
with
monumental
upheaval
and
commotion,
the
task
of
writing
the
first
research
assignment
loomed
ahead.
Frustrations
with
finding
material
for
the
topic
selected
only
amplified
the
gloomy
prospect
for
the
assignment
and
the
overall,
all-­‐consuming
task
of
working
to
become
an
effective
administrator
taunted
a
previously
firm
resolve.
What
happened
to
drive
and
passion?
What
would
rekindle
creative
excitement?
A
forced
change
of
topic
for

3. Visions
Statements:
A
MUST
3
the
assignment
(finding
sources
for
the
original
first-­‐choice
topic
was
difficult)
brought
the
answer
in
one,
simple
word:
vision.
Without
vision,
the
complexity
of
many
tasks
at
hand
can
become
overwhelming—
as
personally
experienced
in
this
process.
More
than
likely,
this
was
not
a
solo
experience—there
must
be
others
who
have,
at
moments,
have
had
similar
trepidations.
What
comprises
an
effective,
motivating
and
powerful
vision—one
that
can
see
an
individual
or
an
organization
through
the
mud
and
the
muck
that
will
sure
come
along
a
journey
of
growth
and
achievement?
Having
a
personal
vision
statement
has
always
been
empowering
for
me.
Living
true
to
it—to
love,
to
learn,
to
lift—has
been
sufficient
for
me
in
my
personal
life.
This
undertaking,
for
most
students
at
this
stage,
will
require
a
career/professional
vision—one
that
may
stem
from
a
personal
mission,
but
most
likely
will
need
to
stretch
and
propagate.
Expanding
and
broadening
vision
can
bring
inspiration
and
the
return
of
passion
to
any
worthwhile
endeavor.
So
what
is
the
best
way
to
create
a
vision
statement
that
will
provide
the
necessary
strength
and
structure
to
successfully
maneuver
both
my
current
educational
process
and
my
future
ability
to
jointly
create,
implement,
and
institutionalize
an
impactful
vision
for
future
organizations?
Fortunately,
the
research
on
creating
vision
is
substantial,
enthusing,
and
edifying.
This
paper
will
present
viewpoints
on
creating
vision
statements.
These
suggestions
are
founded
on
scholarly
research
and
can
be
used
to
create
any
type
of
vision
statement,
be
it
personal,
professional,
and
organizational,
etc.
The
scope
of
the
paper
will
not
address
the
process
of
implementation
or
ongoing
stabilization
of
those
visions.

4. Visions
Statements:
A
MUST
4
Scott
Thompson,
Assistant
Director
of
the
Panasonic
Foundation
and
Editor
of
Strategies,
sharing
ideas
from
his
book,
Hidden
Within
Reach:
Spiritual
Leadership
for
Educational
Progress,
said
the
following
(Thompson,
2003):
We
need
to
make
a
sharp
distinction
between
a
vision
statement
–
words
on
paper
–
and
the
vision
itself,
which
is
more
of
a
living
power.
While
the
vision
or
mission
statement
often
serves
a
necessary
purpose,
the
fundamental
question
–
the
measure
of
a
vision's
power
–
is
what
stays
in
thought
or
in
the
heart
when
you
put
aside
the
words
on
paper.
A
vision
that
is
original
and
powerful
should
plant
an
image
in
consciousness
that
provokes
deep
feelings,
that
stirs
a
sense
of
possibility
and
inner
commitment.
It
is
this
“image
in
consciousness”
that
provokes
deep
feelings
and
ensures
stability
for
maneuvering
the
unending
upheaval
of
the
current
administrative
field.
It
will
provide
the
necessary
structure
and
foundation
for
all
strategies,
and
implementations
of
those
strategies
that
will
surely
follow.
Many
prominent
authorities
on
leadership
such
as
Bennis,
Nanus,
Covey,
Blanchard,
and
others,
have
written
and
shared
extensive
information
on
how
important
vision
is
to
leadership.
With
multiple
definitions
of
“vision,”
it
appears
that
all
powerful
vision
statements
have
the
capacity
to
provoke
and
stir
a
mental
image
or
picture
in
stakeholders
to
spur
action
towards
the
attainment
of
a
goal—no
matter
what
the
challenges
or
fears
that
may
accompany
those
tasks
and
the
resulting
goals
and
systems
that
will
be
put
into
place.
Scott
Thompson
(Thompson,
2003)
made
another
critical
point
when
he
said,
“Only
after
personal
visions
have
been
broadly
cultivated
should
the
work
of
developing
a
shared
vision
commence.
The
essence
of
that
work
is
dialogue”
(italics
added
for
emphasis).
As
future
administrators
who
will
lead
the
process
of
change
and
reform
for
large
organizations
and
work
collaboratively
with
others
to
draft
vision
statements,
it’s
imperative
to
know
ourselves
and
understand
what
our
personal
vision
is—as
a
distinctive

5. Visions
Statements:
A
MUST
5
individual.
This
will,
more
than
likely,
require
that
we
do
some
personal
introspection
and
overall
evaluations
of
our
strengths,
weaknesses,
opportunities,
and
threats
(basic
SWOT
analysis
in
more
general
terms).
Perhaps
as
a
future
administrator,
one
must
pause
at
the
beginning
of
training
to
look
inside
ones’
self
very
acutely,
conceivably
even
more
deeply
than
we
have
previously
done,
and
determine
who
we
are
and
what
we
have
to
offer
our
future
constituents.
By
strengthening
and
revamping
our
own
personal
vision
statement
and
beliefs
in
ourselves,
we
will
then
be
more
equipped,
as
Thompson
has
clarified,
to
engage
in
the
work
required
for
visionary
leadership
(Thompson,
2003).
In
Nanas’
book
on
visionary
leadership,
he
refers
to
this
process
as
the
“Vision
Audit.”
Start
with
the
current
mission
and
or
purpose
and
determine
what
is
needed
in
order
to
succeed
(Nanas,
1992).
Taking
stock
of
an
existing
vision
requires
an
assessment
and
understanding
of
the
basic
mission
and/or
end
goal.
What
has
previously
been
done,
why
was
it
done,
and
how
successful
have
efforts
been?
Is
the
current
view
and
personal
assessment
of
self
(or
the
organization)
accurate?
These
questions
and
this
process
can
and
should
also
extend
to
the
next
level
of
vision-­‐building—vision
creation
in
a
future
organization.
Taking
stock
of
the
current
mission
will
be
critical;
what
is
the
vision,
how
has
it
been
implemented,
and,
most
importantly,
what
was
lacking
and
what
direction
must
we
pursue
for
future
success?
The
emerging
vision
needs
to
be
future
focused.
Where
should
future
efforts
lead
us?
Understanding
what
should
be
changed
and
what
should
not
be
changed
is
another
important
step
in
the
journey
of
drafting
a
vision
statement.
In
a
Harvard
Business
Review
article
on
vision
creation,
the
authors
shared
the
following
advice:
Truly
great
companies
understand
the
difference
between
what
should
never
change
and
what
should
be
open
for
change,
between
what
is
genuinely
sacred
and
what
is
not.
This
rare
ability
to
manage
continuity
and
change—requiring
a
consciously
practiced
discipline—is
closely
linked
to
the
ability
to
develop
a
vision.

6. Visions
Statements:
A
MUST
6
Vision
provides
guidance
about
what
core
to
preserve
and
what
future
to
stimulate
progress
toward
(Collins
and
Porras,
1996).
Their
message
was
drafted
for
businesses
and
companies,
but
can
easily
be
extended
to
include
individual
vision
making
journeys,
as
well
as
vision
creation
for
other
organizational
types-­‐-­‐i.e.,
educational.
Assessing
what’s
good
and
what’s
bad
in
one’s
self
or
in
an
organization
and
determining
what
should
be
preserved
and
what
should
be
chucked
is
a
key
component
of
constructing
powerful
visions.
A
critical
look
at
underlying
values
is
imperative;
whether
that
is
on
a
personal
level
or
an
organizational
level—the
same
need
and
principle
must
be
applied.
Another
step
in
the
process
of
vision
creation
is
having
a
“present”
core
and
a
“future”
core
focus.
A
vision
must
take
into
account
the
current
state,
as
well
as
a
future,
or
visionary
state.
Thompson
refers
to
this
as
a
yin
and
yang
component
of
vision
(Thompson,
2003).
The
yin
being
the
“constants”
and
the
yang
being
the
“vision
for
the
future.”
The
envisioned
future
is
what
we
aspire
to
become,
to
achieve,
to
create—
something
that
will
require
significant
change
and
progress
to
attain.
Returning
to
the
SWOT
analysis,
the
examinations
of
strengths
might
be
a
starting
point
in
determining
what
should
be
kept—our
core.
Sometimes,
however,
it’s
important
to
see
that
some
assets,
taken
to
an
extreme,
can
actual
become
liabilities.
Honest
assessment
of
core
themes
is
imperative.
Once
again,
this
can
be
done
on
a
personal
basis,
but
it
can
also
be
done
on
the
path
to
organizational
formulations
for
vision
assessment
and
creation.
Another
phase
in
vision
construction
is
recognizing
that
inspiring
vision
will
necessitate
courage
for
change.
When
looking
at
the
weakness
component
of
SWOT
analysis,
it
becomes
clear
that
some
things
will
require
change—some
weaknesses
must
be
eliminated.
It
takes
courage
to
be
completely
honest
with
the
vision
audit
and
make

7. Visions
Statements:
A
MUST
7
necessary
changes
to
achieve.
Aristotle
referred
to
courage
as
the
first
of
human
virtues
or
qualities
because
it
makes
and
guarantees
all
other
virtues
possible
(Aristotle).
Often
recognizing
what
changes
need
to
be
made
in
a
self-­‐reflection
or
organization-­‐reflection
process
is
a
frightening
undertaking.
It
more
than
likely
will
require
changing
the
status-­‐
quo,
making
unpopular
decisions,
adding
new
skill
sets
to
our
weaponry,
or
becoming
something
that
rattles
chains
in
others
around
us
throughout
in
the
process.
One
positive
note
though,
is
that
courage
is
a
“learned”
skill.
Anyone
can
learn
to
be
more
courageous.
Oftentimes
our
current
mode
of
operation
is
not
sufficient
when
presented
with
more
difficult
and/or
more
responsible
tasks
with
regards
to
leadership.
Assessing
our
current
vision
will
require
that
we
look
at
the
systems,
structures,
assumptions,
and
belief
systems
that
permeate
the
current
vision.
Stepping
even
farther
down
the
path
of
courage
will
beg
us
to
consider
and
scrutinize
what
new
values,
skills,
and
operative
strategies
will
be
necessary
to
become
future
oriented
for
our
new,
and
forming
vision.
The
art
of
being
a
visionary,
someone
who
has
the
enthusiasm,
excitement,
and
drive
to
successfully
lead
an
organization,
stems
from
taking
the
time
and
making
the
effort
to
create
a
vision.
This
can
take
place
on
a
very
personal
level,
as
it
has
for
me,
or
it
can
be
at
a
public
level
for
an
organization.
Though
there
are
many
other
parts
to
leadership
beyond
creating
the
vision,
that
was
not
the
focus
of
this
paper.
It
was
clear,
taking
into
account
the
information
researched,
that
creating
a
powerful
vision
statement
consists
of
the
following:
an
understanding
that
vision
statements
must
be
powerful
enough
to
invoke
images
and
produce
change;
require
a
deep
and
reflective
inventory
of
the
current
mission
and
assessing
strengths
and
weaknesses;
determine
what
is
needed
in
order
to
accomplish
goals
for
the
future;
and
prepare
ones’

8. Visions
Statements:
A
MUST
8
self
or
an
organization
to
exercise
(or
acquire)
the
courage
necessary
to
evoke
the
change
needed
to
make
the
vision
a
reality.
An
anonymous
quote
sums
up
the
story
behind
this
research
paper:
“Dissatisfaction
and
discouragement
are
not
caused
by
the
absence
of
things
but
the
absence
of
vision."
Though
the
task
of
becoming
and
being
an
administrator
can,
at
times,
seem
overwhelmingly
discouraging,
crafting
an
action-­‐inspiring
vision
will
most
certainly
bring
future
administrators
both
satisfaction,
and
encouragement
and
prepare
one
for
leading
organizations
in
a
positive
direction
towards
impending,
and
the
actual,
success.

9. Visions
Statements:
A
MUST
9
Works
Cited
Aristotle.
Nicomachean
Ethics.
(W.
D.
Ross,
Trans.)
The
University
of
Adelaide,
eBooks@Adelaide).
Luthans,
F.,
&
Avolio,
B
.J.
(2003).
Authentic
leadership
development.
In
K.
S.
Cameron,
J.
E.
Dutton,
&
R.
E.
Quinn
(Eds.),
Positive
organizational
scholarship:
Foundations
of
a
new
discipline
(pp.
241–261).
San
Francisco:
Barrett-­‐Koehler.
Sergiovanni,
T.
J.,
Kelleher,
P.,
McCarthy
M.
M.,
Fowler,
F.
C.
Educational
Governance
and
Administration,
6th
Edition,
2009,
Pearson
Education,
Inc.
Thompson,
S.
Getting
Real
About
Visionary
Leadership
for
Progress
in
Education,
New
Horizons
for
Learning,
John
Hopkins
University
School
of
Education,
August
2003.
Nanas,
B.
(1992).
Visionary
Leadership:
Creating
a
compelling
sense
of
direction
for
your
organization.
San
Fransisco,
CA:
Jossey-­‐Bass,
Inc.