Organizational Vision Statements

So, what is an organizational vision statement?

So, what is an organizational vision statement? What is its relationship to a mission statement? And how is it developed? Let’s take each of these in order.

An organizational vision statement is a statement of the desired future impact that the organization hopes will have occurred because of mission fulfillment and accomplishment.

Vision statements tend to be short statements, as short as a couple of words, and hopefully idealistic. Their desired scope of impact usually fits the organization’s context. For example, the vision statement for a local, community-based nonprofit would differ from a more globally focused organization such as World Vision.

Here are a few examples of more globally focused nonprofit vision statements:

• Feed the Children: “Create a world where no child goes hungry.”
• Habitat for Humanity: “A world where everyone has a decent place to live.”
• World Vision: “Our vision for every child, life in all its fullness. Our prayer for every heart, the will to make it so.”

Organizational Mission Statements

What is the difference between a vision statement and a mission statement? Whereas a vision statement speaks about an organization’s desired future impact, a clear mission statement usually answers at least two other organizational questions: “1) What is it that we do?’ and 2) “Why do we do that?”

Patrick Lencioni includes this second question as part of what he refers to as an organization’s “core purpose.” (The Advantage, Jossey-Bass, 2012, p.82) Many mission statements attempt to answer additional questions and unfortunately sometimes become nothing more than “a convoluted, jargony, and all-encompassing declaration of intent.” (The Advantage, Jossey-Bass, 2012, p.75). Often these two key questions remain unaddressed.

In my second board meeting as a new president, an invited board consultant asked members, without looking at any documents, to state the mission of the university. Because it was not clear or memorable, no one could. A committee had written the extant mission statement and included multiple flowery paragraphs and jargony sentences. It lacked the requisite clarity of just what was the university’s purpose. Today? The board recites from memory its mission statement before every board meeting: “to develop servant leaders, marked with a passion, to minister Christ’s redemptive love, grace, and truth to a world in need.” A clear mission statement provides clarity for everything else, including an organizational vision statement.

Which Comes First?

Usually, the development of the mission statement precedes the development of the vision statement. If an organization is unclear about its mission, it will lack the ability to realistically imagine or anticipate a hoped for, future impact. Effective mission statements tend to be brief and memorable.

Occasionally, I see a mission statement that also might serve as a vision statement. Compassion International is one such example: “Releasing Children from poverty in Jesus’ name.” That statement answers clearly the two questions that a mission statement requires – “what we do and why,” while providing a clear statement of its “core purpose.” It is memorable and speaks to the organization’s desired future state and impact – having as many children as possible released from poverty.

Developing or Renewing a Vision Statement

How might an organization develop and/or renew its vision statement, assuming a clear mission statement is in place?

In a preferred scenario, determining and finalizing organizational mission and vision are board governance responsibilities. Ideally, boards finalize mission and vision statements and then put in place leadership who focuses on mission/vision implementation with subsequent periodic reviews from time to time. But sometimes a board has no idea what it desires for its future vision. I once asked the board chair at another institution I served just what the board was looking for in a future vision statement? His answer: “We don’t know, but we’ll know it when we see it.” Unfortunately, that is often the reality the executive director or CEO faces.

The executive director/CEO usually plays a key role in vision statement development...

The executive director/CEO usually plays a key role in vision statement development, but s/he is not the only player in its formation. Of course, it is appropriate for the executive director to first wrestle with these critical issues before the Lord, asking for his guidance and direction. Thereafter, the executive director shares elements of an emerging vision with others, rather than announcing it as a proclamation from on high.

Why? I believe that God’s Spirit doesn’t lead people who are committed to him in opposite and divisive directions. I find the language of Acts 15.28 to be compelling: “For it seemed good to the Holy Spirit and to us….” (NLT) These types of statements should be developed collaboratively, and with key staff, board members, donors, and other strategic constituents invited into the process in a formative way. That kind of process not only helps with generative thinking but also with eventual collective ownership of the result by these various groups. The board, of course, is the final arbiter of differences and is the group that confirms the final decision.

Engaging the Staff Team

At another organization where I served on the board, the president had given careful thought to what improved mission/vision statements might look like. But rather than presenting his new vision only to the board for review and final approval, he took a different tact. He first, and wisely met with the entire staff, asking them to take time away from the office, for a day or two – with pay, I might add – where staff individually could wrestle with these possible new directions. The challenge to them was to prayerfully listen to God’s leading and direction, and then to return to share their insights. There was of course pushback, a few concerns, which usually happens. But, with helpful adjustments and clarifications, the president’s vision became the organization’s vision, embraced by all.

Did that CEO take an unjustifiable risk in following this process? Not really, because he too believed that an action directed by our Lord would not be revealed to only the CEO. He too believed that the Holy Spirit would confirm a clear and definitive organizational direction that others would both eventually share and embrace. Indeed, that is what happened. The words from Acts 15 become operative in a very tangible way. When developing mission/vision documents, that is the ultimate end game – to know that God is in what we developed, and that the Holy Spirit and we agree.

Scripture and Vision

Thankfully, we see examples throughout Scripture where a Spirit-led, God-inspired vision, though initially carried by an individual, when presented to people seeking to do his will, was eagerly embraced by the people being served. The example of Nehemiah (2:18) and his God-inspired desire to re-build Jerusalem’s wall is but one of my favorites: “Then I (Nehemiah) told them about how the gracious hand of God had been on me, and about my conversation with the king. They replied at once, ‘Yes, let’s rebuild the wall.’ So, they began the good work.” (NLT)

To conclude, the Scriptures highlight in a variety of ways the importance of and need for clarity of vision. Proverbs 29.18a is one example: “Where there is no vision the people perish.” (KJV) The Message paraphrase puts an even finer point on this focus: “If people can’t see what God is doing, they stumble all over themselves.” Sadly, that is what often happens organizationally in the absence of a clear vision.

A Prayer for Vision

Lord Jesus, as we seek to lead faithfully, we need your vision to guide our efforts. We welcome the guidance of your Holy Spirit. And we are grateful for your promise that in this process, your Word will be a lamp to guide our feet and a light for our path as we seek to embrace the appropriate mission and determine a clear vision for the future entrusted to us. Amen! (See Psalm 119:105.)

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Gene Habecker (PhD, JD) served in CEO roles for 35 years at American Bible Society, Huntington University, and Taylor University. He is Chair Emeritus of Christianity Today and Chair-Elect for the Consortium of Christian Study Centers.  As Senior Fellow, Sagamore Institute, he consults with boards and serves as an executive coach and mentor. His most recent book is The Softer Side of Leadership, (IVP, Kindle Edition, 2024). He teaches in graduate programs at Baylor University and Capital Seminary and Graduate School. He can be reached via LinkedIn or at ebh711@yahoo.com.

Watch Dr. Gene Habecker on the Alliance’s Leader2Leader Podcast as he discusses “Sacred Spaces.”

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