Shaping the future
A practical filter leaders can use every day
A practical filter leaders can use every day
5 minutes
Vision becomes real when it guides choices in real time — not just annual planning.
This simple framework helps you translate vision into consistent leadership decisions.
1
Clarify the direction in one sentence
A McKinsey study found that purpose-driven organisations outperformed their competitors financially, with employees 47% more likely to be highly engaged (McKinsey, 2023). This demonstrates that when employees see a direct link between their work and the organisation’s broader goals, they are more likely to contribute meaningfully.
Ask yourself: What future are we trying to create?
Keep it simple and active.
Examples
• Corporate: “We create simple, reliable experiences customers trust.”
• Education: “Every student feels known, supported, and capable of success.”
• Healthcare: “Care is safe, timely, and centred on patient dignity.”
If it’s hard to remember, it won’t guide behaviour.
Ask yourself: What future are we trying to create?
Keep it simple and active.
Examples
• Corporate: “We create simple, reliable experiences customers trust.”
• Education: “Every student feels known, supported, and capable of success.”
• Healthcare: “Care is safe, timely, and centred on patient dignity.”
If it’s hard to remember, it won’t guide behaviour.
2
Define what the vision looks like in action
In his study ‘Purpose-Driven Transformation: Aligning Organisational Culture with Values and Mission’, Adolfo Carreno highlights how alignment between a company's mission, values, and daily operations fosters employee engagement, boosts productivity, and builds trust with stakeholders.
Translate the vision into observable behaviours and priorities.
Ask yourself: If we were living this vision, what would people see us doing more of?
Examples
• Collaborating across teams
• Prioritising prevention over crisis response
• Simplifying processes for users
• Listening before deciding
This turns aspiration into visible practice.
Translate the vision into observable behaviours and priorities.
Ask yourself: If we were living this vision, what would people see us doing more of?
Examples
• Collaborating across teams
• Prioritising prevention over crisis response
• Simplifying processes for users
• Listening before deciding
This turns aspiration into visible practice.
3
Use the Vision Filter for decisions
Before committing time, funding, or attention, ask:
1. Does this move us toward our vision?
2. Does it improve outcomes for the people we serve?
3. Does it reinforce the behaviours we want to see?
If the answer is unclear, pause. If the answer is no, reconsider. This prevents drift and protects focus.
1. Does this move us toward our vision?
2. Does it improve outcomes for the people we serve?
3. Does it reinforce the behaviours we want to see?
If the answer is unclear, pause. If the answer is no, reconsider. This prevents drift and protects focus.
4
Make the vision visible in conversations
Vision becomes real when it is spoken regularly.
Try:
• Linking priorities to vision in meetings
• Acknowledging behaviours that reflect it
• Asking teams how their work contributes to it
Consistency builds shared understanding.
Try:
• Linking priorities to vision in meetings
• Acknowledging behaviours that reflect it
• Asking teams how their work contributes to it
Consistency builds shared understanding.
5
Align what you reward and stop
Vision is reinforced by what leaders celebrate — and what they stop tolerating.
Reinforce
• Collaboration and shared accountability
• Initiative aligned with purpose
• Improvements that benefit users or clients
Challenge
• Activity without impact
• Siloed decision-making
• Processes that create unnecessary barriers
People follow signals more than statements.
Reinforce
• Collaboration and shared accountability
• Initiative aligned with purpose
• Improvements that benefit users or clients
Challenge
• Activity without impact
• Siloed decision-making
• Processes that create unnecessary barriers
People follow signals more than statements.
How this looks in practice
Executive leadership
When reviewing strategic initiatives, leaders prioritise those that directly improve client outcomes rather than those that simply increase activity.
Middle management
A manager reallocates team time from reporting tasks to client-facing work that aligns with service priorities.
Frontline leadership
A team leader recognises a staff member for simplifying a process that improves access for clients.
Reflection questions
- Where do our daily decisions drift from our stated direction?
- What could we stop doing to better align with our vision?
- How often do we connect priorities back to purpose?
- What can we do better?
Putting it into action
Choose one decision this week and apply the Vision Filter. Notice how clarity changes the conversation.
by
Rachel Hudson
Coach at Hellomonday | Coached over 500+ leaders