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Getty Images Leader’s Self-Insight 13.1

My Personal Vision

How much do you think about the positive outcomes 9. I talk to people about my per-
you want in your future? Do you have a personal vision sonal vision. _______ _______
for your life? Indicate whether each item below is Mostly 10. I know how to harness my cre-
False or Mostly True for you. ativity and use my talents. _______ _______
Mostly Mostly
False True Scoring and Interpretation
1. I can describe a compelling Add the number of Mostly True answers above for your
image of my future. _______ _______ score: ______. A score of 7 or above indicates that you
2. Life to me seems more exciting are in great shape with respect to a personal vision. A
than routine. _______ _______ score of 3 or below would suggest that you have not
3. I have created very clear life goals given much thought to a vision for your life. A score of
and aims. _______ _______ 4–8 would be about average.
4. I feel that my personal exis- Creating a personal vision is difficult work for
tence is very meaningful. _______ _______ most people. It doesn’t happen easily or naturally.
A personal vision is just like an organizational vision
5. In my life, I see a reason for being
_______ _______ in that it requires focused thought and effort. Spend
here.
some time thinking about a vision for yourself and
6. I have discovered a satisfying
write it down.
“calling” in life. _______ _______
7. I feel that I have a unique life
Source: The ideas for this questionnaire were drawn primarily from
purpose to fulfill. _______ _______ Chris Rogers, “Are You Deciding on Purpose?” Fast Company
8. I will know when I will have (February/March 1998), pp. 114–117; and J. Crumbaugh, Cross-
Validation of a Purpose-in-Life Test Based on Frankl’s Concepts.
achieved my purpose. _______ _______ Journal of Individual Psychology, 24 (1968), pp. 74–81.

Exhibit 13.2 Examples of Brief Vision Statements

Motorola: Become the premier company in the world.
Ritz-Carlton (Amelia Island) engineering department: To boldly go where no hotel
has gone before—free of all defects.

Johnson Controls Inc.: Continually exceed our customers’ increasing expectations.
New York City Transit: No graffiti.
Texas Commerce Bank: Eliminate what annoys our bankers and our customers.
BP: Beyond Petroleum.

Egon Zehnder: Be the worldwide leader in executive search.

Sources: Examples from Jon R. Katzenbach and the RCL Team, Real Change Leaders: How You Can Create
Growth and High Performance in Your Company (New York: Times Business, 1995), pp. 68–70; Andrew
Campbell and Sally Yeung, “Creating a Sense of Mission,” Long Range Planning, (August, 1991), pp. 10–20;
Alan Farnham, “State Your Values, Hold the Hot Air,” Fortune (April 19, 1993), pp. 117–124; and Christopher
K. Bart, “Sex, Lies, and Mission Statements,” Business Horizons (November–December 1997), pp. 23–28.

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