Building shared vision in an organization is important because An operating cadence needs shared vision and Shared vision promotes systems thinking.
But as a leader, you should always keep in mind that your personal vision is just that, a personal vision—it’s not shared vision just because you’re in a position of authority.
You can’t compel people to enroll in or commit to a vision, because committing to or enrolling in a vision require freedom of choice. The best you can do if you compel people is to get compliance, and Compliance is not commitment.
Instead, shared vision is always the result of the individual visions of the people that already belong to your organization. A true shared vision built in this way is never at odds with people’s interests: it is people’s interest.
With this in mind, there are two ways for a leader to build shared vision. Both should be pursued simultaneously: