Organizational Vision Quotes

The first job of a leader is to define a vision for the organization...the capacity to translate vision into reality.

In my leadership conferences, pastors ask, "Do you have a vision for my church?" Many times they want me to give them a picture of where they should go and what their church should look like. When these pastors do this, I always feel bad.

To be the organization that we want to be, we have to have a place to play.

Sometimes an organization doesn’t need a solution; it just needs clarity.

It's important in any organization that if visions have any reality at all, it's because the organization believes that the vision is right and that they share in it. Otherwise, it becomes the good idea of one person, and that even more importantly contributes to the sense that it will not survive the departure of that individual.

You don't characterize CEOs as dealmakers or in any one particular area. An important characteristic of a CEO is leader. That's probably the most important characteristic.

I'd say the most important criteria is vision. What is your vision for the party? Do you have a vision to strengthen the grassroots and help them turn out people in their local communities? That's the real thing. The real question is not about one person. It's not about an individual. It's about millions of people working all over this country to reach out in their local communities. And the DNC chair has to help them do that and have a vision for that and have the energy for that.

The very first task of leadership is to set the vision for the organization. If you don't set the vision, you're not the leader.

Even an unsuccessful Olympic bid can be the source of change within a city if organizers adhere to their vision.

Most good founders that I know at any given time have a set of small overarching goals for the company that everybody in the company knows.

At the most fundamental level, it is an honor to serve - at whatever type or size of organization you are privileged to lead, whether it is a for-profit or nonprofit. It is an honor to serve. Starting from that foundation, it is important to have a compelling vision and a comprehensive plan.

You have to be able to communicate the vision to the people in your organization so that they know where and how they should direct themselves on a day-to-day basis.

I can say firsthand Under Armour is a values-based people company, and this hasn't deviated for any administration.

An organization's reason for being, like that of any organism, is to help the parts that are in relationship to each other, to be able to deal with change in the environment.

Everyone is against micro managing but macro managing means you're working at the big picture but don't know the details.

It's easy to forget, as a leader, that when employees don't get the wide view, not only does the point of their work escape them, but it can also lead to real frustration. It's hard to feel pride and ownership when you don't understand where things are going.

When you make a company, you make a utopia. It's where you design your perfect world.

Make it clear up front what the aim of the company is. Stay true to your authentic vision.

Develop a clear vision for your organization. Where do you want to be in five years?

My view is that, as management, the focus has to be on having a strategy and executing it. As you do the strategy and execution, it is important to communicate it consistently.

Any organisation has a future, provided it is properly led and it sticks to the objective of that organisation.

The exact objectives of Islam Inc. are obscure. Needless to say everyone involved has a different angle, and they all intend to cross each other up somewhere along the line.