Visioning Without Whiplash

One of the core responsibilities of leadership is helping others see what could be. But vision is also one of the most delicate tools we wield. Done well, it fuels motivation and direction. Done poorly, it creates churn, fatigue, or skepticism.

In a broader sense, this is part of what Deborah Ancona describes as one of the four leadership capabilities: visioning. Where sensemaking grounds us in the present, visioning lifts our eyes to the future—inviting others into a direction worth moving toward, even if we don’t know all the steps yet.

I’ve often wrestled with how much vision to share and when. As a leader, I want to:

• Cast a picture of what’s possible
• Protect my team from constant directional shifts
• Inspire action without over-promising

To help with this, I’ve started framing vision in three distinct layers: possibility, plan, and promise. Each serves a different purpose and helps me stay honest about where we are in the process—and what kind of time horizon we're working with.

Possibility – What we imagine could be true

These are the early sparks—what we’re exploring, what might be possible. At this stage, I’m asking questions more than making statements. I’m listening. I’m watching for resonance, pushback, energy.

Possibility often stretches farthest into the future. It opens space for curiosity and collective imagination. Crucially, it's not a solo activity. The goal of sharing possibility isn't to present a finished idea from the top, but to communicate clearly and compellingly enough for the team to catch the vision and begin to carry it forward—shaping it as they do.

I don’t know if this is where we’ll go yet, but I’m wondering if we might someday…

Possibility keeps imagination alive. It invites participation. But it’s named as tentative—intentionally. This helps avoid premature commitment or false certainty.

Plan – What we’re actively working toward

As vision matures, it becomes actionable. That’s where the plan comes in. This is where we start testing, designing, documenting, allocating. A plan gives teams clarity. It creates forward motion.

Plans usually live in the near-to-mid term—quarters, maybe a year. They offer structure without freezing us in place.

For the next two quarters, we’re focused on X, because we believe it’s the most direct path toward Y.

A plan is still flexible—but it carries more weight. It translates possibility into practice.

Plans are also co-owned. They often emerge through dialogue, critique, and iteration. If possibility is where we dream together, the plan is where we decide together what’s worth building now.

Promise – What we’ve committed to, regardless of outcome

Eventually, some ideas become part of our identity. A promise is a value-backed commitment we’re not walking back. It becomes a foundation, especially when other things change.

Promises live across longer arcs—seasons, years, sometimes indefinitely. They’re rooted in values more than forecasts.

Even if the rest shifts, this part won’t. You can count on it.

Promise builds trust. It’s not just about outcomes, but about how we choose to show up.

Of course, not every possibility becomes a plan. Not every plan matures into a promise. And sometimes, promises must be revisited too. As we learn, grow, or face new realities, the integrity of visioning depends on our willingness to re-evaluate—even when it's hard. Vision is not stone; it’s stewardship.

A Recent Example: The Non-Profit Partnership Program

This framework showed up clearly in a recent effort to build a Non-Profit Partnership Program at my FASTSIGNS shop.

Possibility: Months ago, I started wondering—could we create a more intentional way to serve non-profits through our business? I didn’t have a proposal, just a question. I floated the idea in team meetings, asked for feedback from nonprofit leaders, and listened.

Plan: Over time, themes emerged. I drafted internal documentation, designed equitable pricing, created a weekly cadence for outreach, and started preparing our team.

Promise: We're in the process of launching the program. We've committed resources, begun rollout, and are treating this as a core part of our evolving identity. While individual tactics may still take shape, the commitment to prioritizing and honoring non-profits is one we're actively making—and intend to uphold.

This example is still unfolding—but that’s part of the point. Visioning isn’t a single moment of clarity; it’s a layered, ongoing process. And often, we’re holding all three stages—possibility, plan, and promise—in different parts of the work at once.

Too often, vision is treated as a speech to be delivered. But I’ve found it’s better approached as a relationship to be cultivated—with the future, with your team, and with your values.

Why It Matters

Breaking vision into possibility → plan → promise helps me:

• Offer direction without overcommitting
• Protect my team from vision churn
• Stay grounded in reality and purpose
• Build trust while remaining open to learning
• Invite participation and shared ownership at every stage

Visioning is hopeful work, but it’s not always light work. It requires patience, humility, and a willingness to revisit what you thought was certain. Some ideas need time to breathe before they can be built. Some visions need to be built before they can be trusted.

That’s not hesitation. It’s stewardship.