Organizational Vision and the Role of the Non-Profit Executive

What is a Non-profit Executive's Organizational Vision, and Why is it Important?

Most non-profit executives take over an organization whose purpose is established. Non-profit founders and executives should create a shared organizational vision and develop goals and pathways to support this vision (Adams, 2010). While incorporating the collective skills and resources of the members, this vision requires the organization's leader or executive to be the driving force steering the ship and holding others accountable along the way. When supplemented by precise short-term and long-term goals and a multitude of organizational priorities, executives can provide clear direction and purpose for employees (Stata, 1988). Studies have also shown that when employees are given a specific objective to work toward, it can increase productivity and employee motivation (Folkman, 2014). Finally, a clear organizational vision statement can serve as an essential recruitment tool to attract new employees and volunteers who align with your organizational goals (Grace, 2009).

Developing a Vision Statement

It can be hard to distill and condense an organization's long-term goals and priorities into one statement. As mentioned above, the vision statement is an important organizational tool for recruitment and engagement, putting a lot of pressure on organizational leaders to get it right. To give us an idea of what a successful company's vision statements look like, here are a few examples:

Habitat for Humanity "A world where everyone has a decent place to live." (source: habitat.org)

Teach for America "One day, all children in this nation will have the opportunity to attain an excellent education." (source: teachforamerica.org)

The Nature Conservatory "A world where the diversity of life thrives, and people act to conserve nature for its own sake and its ability to fulfill our needs and enrich our lives." (source: nature.org)

As organizational leaders and executives, we must recognize that the process of developing the vision for the organization is not something we must do alone. When creating the vision statement, incorporate the ideas of other managers and employees to ensure people at every level of the organization are involved and invested in the ultimate organizational vision and long-term goals. In addition to including others in the development process, below are tips from Lucie Chouinard, Senior Business Advisor for the Business Development Bank of Canada, to help us create strong vision statements for our organizations.

1. Outline the purpose and function of your organization and who your target stakeholders and customers are. This serves as the base for the vision statement.
2. Meet with other leaders within the organization to discuss the organization's goals 3-5 years in the future.
3. Develop a specific, concise statement that is roughly one to two sentences in length.
4. Understand that while the mission statement may not change, the vision statement will likely change as your organization changes. It is important to revisit the vision statement every so often to make sure it continues to reflect the long-term aspirations of the organization.

What is Next? Ensure Progress Toward our Organizational Vision?

The following strategies below, adapted from Bryson (2004), will help us effectively achieve the organizational vision as organizational executives and leaders.

1. Pay attention to the characteristics of the individuals in your organization and organize the different tasks associated with the vision based on the various capabilities and strengths of individuals in the organization.
2. Document the organizational implementation and execution plan to guide organization members as you all work toward the long-term goals associated with the vision statement.
3. Break up the process into easily achievable small chunks, when possible, to ensure efficiency and reduce confusion among employees.
4. Ensure that you have enough people, time, and resources to implement the necessary practices toward achieving the organization's goals.
5. Develop a plan for how to address potential hiccups and conflicts during the process.
6. Emphasize flexibility and learning throughout the process. As mentioned earlier, the organizational vision can change, and thus, it is important that we build flexibility and adaptability when working toward long-term organizational goals.

Sources

Adams, T. (2010). The nonprofit leadership transition and development guide: Proven paths for leaders and organizations. John Wiley & Sons.

Bryson, J. M. (2004). Strategic planning for public and nonprofit organizations: A guide to strengthening and sustaining organizational achievement (3^rd ed.). Jossey-Bass.

Business Development Bank of Canada. (n.d.). 5 tips for crafting a powerful vision statement: Inspire employees about your company's future. BDC. Retrieved October 18, 2021.

Folkman, J. (2014 April, 22). 8 ways to ensure your vision is valued. Forbes.

Grace, K. S. (2009 September, 10). Using mission, vision, and values to inspire volunteer leadership for your organization. The Resource Alliance.

Stata, R. (1988). The role of the chief executive officer in articulating the vision. Strategic Management, 18(3), 3–9.