Focus on vision for successful leadership Published March 29, 2012 By Lt. Col. Richard Sheffe 15th Air Mobility Operations Squadron commander TRAVIS AIR FORCE BASE, Calif. -- One of the most important attributes of a successful leader is the ability to provide vision. Vision, as the word implies, provides a focus of effort, a clear picture of how the leader wants to execute the mission and a look ahead to where a leader wants to take the organization. Without a clear and executable vision, the leader runs the risk of simply managing the unit without invigorating Airmen to reach for a new level of performance. What should a leader consider when developing a mission? First, it is important to stay in the lane of the core mission given to the unit. The Air Force has established missions for units at every level, missions that need to be met to serve the joint warfighter. The mission of the unit should be the cornerstone upon which a leader builds their vision. The vision should take the basic mission and expand upon it to give direction of how the leader sees meeting the mission. The vision should also challenge the unit to go beyond just meeting the mission. It should provide ways to improve mission accomplishment and opportunities for expansion of the mission as well as encourage innovation and forward thinking while still meeting the core mission of the unit. Second, it is important to ensure the vision supports the guidance provided by the higher level of command. The worst thing a leader can do is develop a vision that is 180 degrees from where the parent unit is trying to go. This no doubt leads to utter frustration at both levels and may even cause serious degradation in the unit's ability to perform its core mission. While developing a vision, a leader should share their ideas with their commander, along with clear, well supported justification and solicit honest feedback to ensure all levels of command are in synch. This will foster support from the chain of command and provide top-cover as a unit strives after its vision. Finally, it is important to balance the loftiness of your vision with the capabilities of your unit. Don't be afraid to dream big and push those in the unit to reach for great things. At the same time, don't put a vision out there that is not executable. Know your people, your budget, your sphere of influence and the material you have at your disposal when building your vision. Building a vision that has no hope of being reached may produce some fruit of success, but may also drive the unit into a state of lethargy or frustration as you try to reach unattainable goals. Be creative, but realistic when building a vision. Developing, communicating and frequently revisiting your vision for your unit gives life and purpose to those serving under you. It pushes both your people and you to leave the unit in a better state than you found it. Most importantly, it drives people to execute the mission better. That is something for which we should all strive.