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MOVES™ · Dimension 3 of 5

V

Vision

Vision integrates three questions that most leaders treat separately: who you are becoming, what you want to achieve, and what you want your leadership to stand for. Holding all three together, especially in transition, changes how a leader decides, prioritises and leads.

Key question

Who am I becoming as a leader? What do I want to achieve in this role? And what do I want my leadership to stand for?

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At a glance

Three questions. One direction.

Who am I becoming? What do I want to achieve? What do I want my leadership to stand for? Leaders who only set goals drift from themselves. Leaders who only work on identity neglect the organisation.

Short-term urgency eclipses long-term direction.

Without a clear image of the longer horizon, leaders optimise for the urgent and gradually drift from what matters. Vision is the anchor that holds direction under pressure.

Your calendar is a portrait of the leader you currently are.

Use your calendar as a mirror, not a productivity tool. What does it reveal about the leader you are still being, rather than the one this role requires? That is where the Vision work begins.

Why it happens

Leadership transitions are primarily addressed as operational and relational challenges. The deeper identity question of who I am becoming in this new role, rarely gets structured time and attention. Without it, leaders optimise for the urgent and drift from what matters.

Vision becomes powerful when the three dimensions are held together: what you want to achieve, who you are becoming, and what you want to stand for. Each shapes the other. Leaders who work on all three develop a kind of coherence that makes decisions clearer and confidence more durable.

Sophie's story — Into the C-suite

Three years into a C-suite role, Sophie realised she had optimised for performance at the expense of purpose. The metrics were strong; the meaning was thin. When she articulated what she wanted her leadership to stand for — not just what she wanted to achieve — her decisions became more coherent and her team more engaged.

Self-assessment

I can describe who I am becoming as a leader, not just what I am achieving.

I have articulated what I want my leadership to stand for in my current context.

I regularly compare how I spend my time against what I say I value.

I have a clear image of the leader I want to be in three years.

Resources

How is your transition going?

Take the MOVES™ self-assessment and get a personalised picture of where you stand across all five dimensions.

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