CEOs are often dubbed as “visionaries.” Look up the word visionary on Google and it’s defined as, “a person with original ideas about what the future will or could be like.” An affinity for thinking big picture, a passion for the possibilities, and a relentless drive for detecting the next big thing are all characteristics that make for a great CEO; but that’s only part of it. Let’s go back to that Internet definition for a second—“ideas.” Plural. That’s where it gets tricky and where it’s important to ask yourself—am I leading like a disco ball or a North Star? Are your great ideas like a spinning sphere of pulsating lights and bright colors that leave your team somewhat dazed and confused? Or are you harnessing your creative energy, pinpointing where your organization is headed next and serving as a bright light that leads your team with the clarity and direction they need to know not only where they’re going, but what it will look like once they’ve arrived?

Three key things you can do to keep your team dancing to your vision and not your disco ball:

1. This should be obvious, but before you communicate your vision, know your vision. Filter out all the great ideas dancing in your head and hone in on exactly why your organization exists. Take the time to reflect and be intentional about what problems do you want to solve? Whose problems do you want to solve? And how do you want to solve those problems? Answering these types of questions will help you get super clear on your vision and that clarity will translate to how you communicate with and lead your team.
2. Once you’re clear and focused on a vision, make sure everything you do is measured against it. Remember—North Star. The vision is your compass to stay on track, so your strategic objectives, organizational plans, financial decisions, product development, talent development, hiring, culture—all of it—is informed by and aligned to the vision. If not, it doesn’t belong.
3. Lastly, and I argue most importantly, make sure your vision is made relevant to each and every member of the organization. Whether 10 or 10,000 employees, a well-executed vision will convey a larger organizational purpose to every single person in a way they can really hold onto and understand. Ultimately, that vision should provide context for each employee’s goals, objectives and leadership development within their specific job function. The intent is that anyone coming into contact or interacting with your organization will see-feel-hear the effect of your vision.

 
Don’t stop being a visionary. Keep dreaming big and thinking ahead to the possibilities and pitfalls that could propel or bury your company. Just be mindful of letting too many ideas, initiatives and fears dilute the light of your North Star. Disco balls are great for dancing… not so much for leading.