how to build a strong team vision

How To Build a Strong Team Vision

Whenever I work with a new team, one of the first questions I ask is “What is your team vision?” Which, is usually met with a few shrugs and some staring at the floor as they (sometimes) tell me about the organization’s vision and values. That’s a great start. But not necessarily enough.  What’s frequently missing is a clear team vision of what matters most and how they’re going to get there.

Sure there are goals, but they may or may not be inspiring. To build results that last, people want a connection to something bigger. The more localized you can make the vision, the more engaged your team will be in accomplishing it.

In her post, A Big Goal is Not the Same as a Vision, Jesse Lynn Stoner shares:

“One way to distinguish between a vision and a goal is to ask, ‘What’s next?’ A vision provides clear ongoing direction—it is clear what you should do next. As you take each step, the next one becomes clear. A vision continues to act as a beacon, guiding you in setting new goals once current ones have been achieved.”

How to Build a Strong Team Vision

1. Start one-on-one.

Talk to each team member individually about the possibilities for the team at its very best.  Define the future. Imagine possibilities.

  • What would it look like if we were to do our very best?
  • What would we be known for?
  • Which accomplishments would we be most proud of?
  • How would the team be working together?
  • What will it take for us to get there?
  • As the team leader, what’s the most important way I can contribute to this future?

2. Set the stage.

Schedule some time for the team to work uninterrupted. Bring some easel paper, markers, and sticky notes

3. Begin with the company’s vision and values.

Ensure everyone understands the big picture – what does success look like for the company? The team vision must directly support the company’s overall vision and strategy.

4. Imagine it is 5 years from now. The team is being recognized for making a game-changing contribution:

  • What is the most important work we are doing?
  • How do our customers perceive us?
  • How do people feel about working on this team?
  • What is senior management saying about us?

5. Turn the ideas into a bold statement of the desired future.

For example, “We will be known for the best customer service in the nation.”

6. Determine how you will measure success.

Define specific metrics that will accurately measure your success.

7. Identify specific behaviors.

Identify behaviors that are needed from you (the leader), and each member of the team to make the vision a reality. Write them down. Create a matrix of what each key role must be doing to accomplish the vision.

8. Stakeholder.

Share your vision and key behaviors with your boss and other key players. Refine as needed to ensure your breakthrough vision is aligned with evolving strategy.

9. Get to work.

How will you link everything you do and say back to the vision?

Recognize early success. What has gone well? How and when can you acknowledge these early victories, tell the stories, and encourage momentum?

Be impatient. Support your stragglers. Teach your team to share their good work.

Winning Well: A Manager's Guide to Getting Results Without Losing Your SoulHelpful Articles (and a Book) to Build and Achieve Your Team Vision

How to Encourage Your Team When Results are Disappointing

How to Help Your Team Bring You Better Ideas

Winning Well: A Manager’s Guide to Getting Results- Without Losing Your Soul

Posted in Communication, Results & Execution and tagged , , , .

Karin Hurt

Karin Hurt, Founder of Let’s Grow Leaders, helps leaders around the world achieve breakthrough results, without losing their soul. A former Verizon Wireless executive, she has over two decades of experience in sales, customer service, and HR. She was named on Inc's list of 100 Great Leadership Speakers and American Management Association's 50 Leaders to Watch. She’s the author of several books: Courageous Cultures: How to Build Teams of Micro-Innovators, Problem Solvers, and Customer Advocates (Harper Collins Summer 2020), Winning Well: A Manager's Guide to Getting Results-Without Losing Your Soul, Overcoming an Imperfect Boss, and Glowstone Peak.


  1. The imagine questions get the team envisioning what they’ll “feel” like once they’re in the middle of living the vision.

    A vision is difficult to envision. The word is associated with seeing yet it’s hard to see.

    So, the imagine questions are great at bringing out the feelings of the group.

    Finally, many leaders never go through this exercise. They’re not humble enough to share the vision.

  2. Steve, thanks for sharing… agreed… a vision can be to see. I think it’s easier to get folks involved early rather than trying to get them to “see it” after it’s fully formed.

Leave a Reply

Your email address will not be published. Required fields are marked *

This site uses Akismet to reduce spam. Learn how your comment data is processed.