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and resources. They often follow a simple framework, e.g., “Our mission is to _____ for _____ so that
_____.” For example, “Our mission is to provide nutritious, delicious snacks for active families so that
health and taste aren’t compromised when people are on the go.” Or “Our team’s purpose is to
deliver zero-defect parts so that customers receive the highest standards in safety and reliability.” The
tone of your mission should reflect your unique identity, culture, or style. Above all, the statement
should be meaningful for those who adopt it. Write a draft, then ask others for suggestions on how to
improve it.

4. Vision too long or complex? Keep it simple. A vision is what you or the organization aim to
become in the future. Your destination. The best visions are concise, clear, and compelling. Try to
articulate your vision in no more than two to three minutes. Even shorter sound bites work well for
quick conversations. The vision should make sense rationally and draw people in emotionally. It
should be clear enough that people know when it’s reached. It should be compelling enough that
people mobilize to make it happen. Vision is about where you are going—not about how you will get
there. Whet people’s appetite with your vision so they understand it. Then ask them to help you
realize it.

Want to learn more? Take a deep dive…

Baskin, E. (2014, January 6). To align employees, keep the vision simple – and unique to your
culture. Good Company.

Frost, S. (n.d.). How to align employees with company goals. Chron.
Mind Tools. (n.d.). Appreciative inquiry: Solving problems by looking at what’s going right. Mind
Tools.
Tabaka, M. (2010, August 24). 3 Steps to make your vision work for you. Inc.

5. Not connecting well with people? Tailor the message to match the audience. You may have a
clear picture of the future in your own mind, but it won’t do you any good unless you can paint that
picture for others. A one-size-fits-all delivery usually isn’t the answer. While keeping the essence of
the message intact, adjust your language and style to suit particular groups. What’s their
background? How much do they know about the topic? What would motivate them to embrace the
vision? Object to it? How might someone from finance relate to it differently than someone from IT or
marketing? A new hire vs. a board member? Your own team vs. an external party? Is the setting
formal or informal? When in doubt, skip the jargon and use language people easily understand. Your
approach should be determined by the other person or group, not by your own preferences.

6. Your words falling flat? Communicate with charisma. You may have been told that you aren’t
inspiring enough. That your words don’t captivate. That you should show more charisma. Some think
you need to be born with charisma—that it cannot be developed. Researchers at the University of
Lausanne have found that it can. They’ve identified twelve key tactics that when practiced and
adopted, help listeners remember and relate to a message. They also cause speakers to be viewed
as more credible and trustworthy leaders. Nine of the twelve are verbal and three are non-verbal.
They are: (1) Metaphors and analogies. (2) Stories and anecdotes. (3) Contrasts (e.g., “it’s not about
what you’ll get, but about what you can give”). (4) Rhetorical questions. (5) Three-part lists. (6)

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