While agreeing that the vision is an essential platform for transformation, communicating the vision is even more important.
“You cannot sell change, or anything else,” says Rosabeth Moss Kanter, “without genuine conviction, because there are so many sources of resistance to overcome: ‘We’ve never done it before; we tried it before and it didn’t work.’ ‘Things are OK now, so why should we change?’ Especially when you are pursuing a true innovation as opposed to responding to a crisis, you’ve got to make a compelling case.
Leaders talk about communicating a vision as an instrument of change, but I prefer the notion of communicating an aspiration. It’s not just a picture of what could be; it is an appeal to our better selves, a call to become something more. It reminds us that the future does not just descend like a stage set; we construct the future from our own history, desires, and decisions.”