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mission into truly meaningful intended results – and guides the allocation of time,
energy, and resources. In my experience, it is only through a compelling vision
that a deep sense of purpose comes alive. 245 It is up to the leaders to articulate
and define those intended results into meaningful strategies that will
transform the organization to meet future demands. When members of the

organization see positive results and see goals being met, they get a clearer
picture of what it means to fulfill the vision.

However, this transformation isn’t likely unless the vision is appropriate
for the organization and its situation. The vision can’t ignore the history,
culture, and values of the organization. Values and cultures can become so

deeply rooted and persistent that they can actually constrain the
transforming of the organization.

The best way to predict your future is create it. Peter Drucker.

As was quoted in Chapter 8 on Change, Tom Peters, in his book, Thriving
on Chaos, states that the most obvious benefit of unsettled times is the unique
opportunity they afford to create rapid change. For those of vision, chaos can
facilitate innovation. In a community, new or expanded visionary leadership
often emerges from unsettled and chaotic conditions. Individuals with a
positive attitude who are willing to embrace change and take some risks
can help move the community in a desired direction. All of this is also true

of the development organizations that serve the community. Without a
clear vision, it is likely that an organization will founder.

Who will not be ruled by the rudder must be ruled by the rock. Old
proverb of Italian sailors.

Generally, the organization’s staff receive their vision of the organization
from their leadership (CEO and/or Board) since most have not articulated
their own vision. This makes them receptive to vision “implants.”
However, leaders cannot establish their visions by edict, or through power
or coercion. It is more an act of persuasion, of creating an enthusiastic and

dedicated commitment to a vision because the leaders believe that it is

245
Peter Senge, “The Practice of Innovation,” Leader to Leader,9 (Summer 1998), pages 16-22.
David Kolzow 244