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1 min read

"Vivid Vision" - Note From The President - March 2015

Last week I had the opportunity to attend the Vistage All Cities event in Ontario, California. Vistage (formerly TEC) is a Peer Group organization for CEO’s and business leaders. I am lucky enough to have been a member of Vistage for 14 years.

At this year's All Cities, one of the speakers was Cameron Herold. Cameron is the author of the book Double Double – How to Double Your Revenue and Profit in 3 Years or Less and an entrepreneur who has built three $100-million dollar (+) companies.

Cameron spoke to us for almost three hours and I was interested the whole time. Most of us have sat through presentations that just seemed long and drawn out. Cameron was much different.

He spoke about what he calls “Vivid Vision” and illustrated to us how to build such a vision. To quote Thomas Edison, “Vision without execution is hallucination.”

He illustrated how the CEO and business leader’s job is to obsess about culture and vision! As CEOs, we have an idea of where we want our organizations to be in three years, but seldom do the individuals who are performing important tasks have a vivid picture of what our vision is.

His theory is to produce a vision so clear that everyone understands and has a mental picture of what life will be like in three years. He even goes so far as to make the vision so clear that certain individuals might not like what they see and decide to depart now instead of waiting the three years and not liking where they are.

I am fascinated with this type of vision. How great would it be if everyone were so on the same page that the momentum organization-wide could be felt? What if your culture was so engaging that people would tell their friends how great of place it was to work? What would happen to the results and performance of the organization if you ran this type of shop? Think Google and Apple.

I have read several books by entrepreneurs that have similar stories in the last 30 days. I think today’s younger workforce (born between 1980-2000) is expecting the type of environment Cameron and other forward-thinking CEOs are describing. It might be worth some thought.

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