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Additionally, leadership must consistently demonstrate how the vision
applies to daily organizational life. If people are to achieve the level of
trust necessary to accepting this vision, their leaders must “walk the talk.”
The executive leadership has to “roll up its sleeves” and get involved in

making the vision happen. The job of the leader or leaders is also to
support people in accomplishing the vision by removing barriers in the
organizational system, including any that top management might be
responsible for in its policies and practices.

However, only a “realistic” vision will enable the organization to focus its

resources, support, and actions toward the achievement of desired goals.
A compelling vision creates a strong organizational culture in which the
energy of everyone in that organization is aligned. The creating of this
culture through the focusing and defining of the leadership’s vision is most
effectively achieved through a systematic planning process. While the

initial responsibility for creating an organizational vision rests with the
CEO, Board, and possibly other key stakeholders, it is important that all the
members of the organization have an opportunity to have input into that
vision and to embrace it as their own.

Finally, it must be understood that the vision is not “written in stone.”
Visioning is an ongoing dynamic process if it is to be kept alive and
meaningful. For example, when any organizational change is considered,
it is always important to revisit the organization’s vision to provide a
rationale for the change. This vision needs to part of the fabric of the
organization.

Strategic Thinking

If you can dream it, you can do it. Walt Disney

A clear vision of the future is a key step for moving forward positively.
Sustaining a new direction is the ultimate measure of success at the
strategic leadership level. 255 This means that visions must be accompanied

255 Bruce J. Aviolio, Leadership Development in Balance: MADE/Born, Mahway NJ: Lawrence Erlbaum
Associates Publishers, 2005, p. 188.

David Kolzow 251