This week’s review is on Vivid Vision by Cameron Herold.
Claiming to be a remarkable tool, Vivid Vision offers it readers the safe advice of creating a BHAG for their company and then sharing it out. Whether Jim Collins receives a cut of royalties is undetermined, but Herold’s short book certainly owes a great deal of gratitude to the visionary; even if the color and stories are all Herold’s.
The book lays out in several short sections of a couple of short chapters each what this looks like at the personal and corporate level. The Vivid Vision offers to “steer your company in the right direction and at exactly the right speed so you can grow and attain your goals” (12-13). It creates alignment within the company and with outside partners. This alignment allows the leader to figure out the where while “it’s the role of the leadership team to future out how they will make the Vivid Vision happen” (32). Herold lays out an argument that the Vision should look three years into the future before transitioning to constructing and communicating the vision out.
Part II offers the advice that the leader should start with a Mind Map – “an outline for the rough draft that you the leader will then write…the idea is to get the thoughts out, no matter how seemingly crazy” (56). The Vision is then crafted into a four page, formatted and designed graphic. A nicely designed vision helps the facilitation of the communication and reflection on such a vision.
That communication takes up the third section. Starting with an internal rollout and waiting at least a quarter before an external one, the rollout is an in-person presentation, not “a forum for discussion or debate” (80). Future discussion and actions will take place, even as the vision becomes a part of the ongoing, quarterly reflection of the company. The first discussion is one of planning – with a chronological ordering of necessary actions. This can prompt a true focusing of the company, including the removal of those that dislike the vision and future of the company. This offloading cements the Vision as “the Ten Commandments in that it is set in stone” (84).
The external rollout enables communication with partners and clarification on the how – which is handled by the team as they discuss and grow with the Vision. This rollout also loops in remote employees – so that they understand the vision (insert Kennedy-NASA janitor conversation here). Just like the rollout can force out unaligned employees; this communication encourages honesty with suppliers and customers – allowing greater focus and opportunities for synergy.
The fourth part incorporates a bit of the how – allowing the Vision to be broken down into doable goals. The recommendation here is a reverse engineering across the three year time line to enable “bite-sized” pieces to construct the vision. This also enables a bit of feedback – where team members can add to the image of the future of the company, but not the vision itself. These, coupled with those tasks, provide solid reflection experiences at regular intervals.
The final section offers advice on a personal vision – centered on the 5 F’s of Fitness, Faith Finance, Family, and Friends (150-152). Herold doesn’t offer much beyond his personal history and this basic framework; but does so to encourage personal reflection and goal-setting.
The text might not be that helpful from a school leadership perspective as its top-down system might stifle buy-in from the key stakeholder groups of parents, staff, and students. Regardless, the idea of a compelling vision – based on where the school is – is essential for leaders. This vanity project of a book might not be the best source for school leaders to begin their own visioning process, however.
Vivid Vision by Cameron Herold.
Rating: 2/5 Stars
Good For: Those wanting advice on constructing a three year vision.
Best nugget: Don’t change the vision across the three years, but highlight what’s done and reflect on what awaits.
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