Leadership mistake #1 – lack of a clear-cut vision

By Nelson Semanu BOANDOH-KORKOR & Elizabeth BOANDOH-KORKOR

Leading without a clear-cut vision can be a frustrating venture! You need a vision for your family, business, ministry and even your professional career. A vision is more than a lofty idea or a distant dream; it is a compelling picture of the future that inspires and motivates people to act.

For leaders, a vision serves as a roadmap, providing direction and purpose. It answers the fundamental questions: Where are we going? Why does it matter? Without a vision, leadership becomes aimless; and followers are left wandering in uncertainty.

The Bible is replete with examples of leaders who succeeded or failed based on the clarity of their vision. Consider Moses, one of the most iconic leaders in Scripture. When God called Moses to lead the Israelites out of Egypt, He provided a clear vision: “I have come down to deliver them out of the hand of the Egyptians and to bring them up out of that land to a good and broad land, a land flowing with milk and honey” (Exodus 3:8).

This vision of a promised land gave Moses and the Israelites a tangible goal to strive for, even in the face of immense challenges. Without this clear vision, the Israelites might have succumbed to despair during their long and arduous journey.

A clear vision is essential for leaders because it provides focus. It is one of  the surest way a leader can truly inspire action. It serves as a beacon, guiding individuals and teams through challenges and uncertainties. Without it, leaders risk leading their followers astray, confusing and frustrating efforts of those looking up to their leadership.

As a leader, your primary responsibility is to ensure that your group achieves its common task. But here’s the thing: leadership isn’t about getting people to do what you want because you want it.

If the task is solely yours, why should anyone else care? True leadership is about creating a shared sense of purpose—a task that everyone in the group can rally behind because they see its value, not just for the organisation or society, but for themselves as well. It’s about making the task common, not just yours.

A common task is more than just a to-do list; it’s a mission that unites the group. It’s something that everyone can contribute to and feel proud of. When people see that their work has meaning—that it’s part of something bigger—they’re more likely to bring their best selves to the table. This sense of shared purpose is what transforms a group of individuals into a cohesive, high-performing team.

Imagine you’re leading a team tasked with launching a new product. If you frame it as your project, your team might go through the motions, but they won’t be fully invested. But if you frame it as our mission—to create something that will solve a real problem for customers and make a difference in the market—suddenly, everyone has a stake in the outcome. They’re not just working for you; they’re working for a shared goal.

Think of it like this: the task is the centre of a ripple effect. What you do (or don’t do) in this area impacts everything else—team dynamics, individual satisfaction and even the organisation’s reputation.

That’s why, as a leader, you need to keep the bigger picture in mind when committing to action. Ask yourself: How will this task help us grow as a team? How will it meet the needs of individuals? When you consider these questions, you’ll ensure that the task serves not just the organisation, but the people who make it happen.

Achieving the common task isn’t just about checking a box; it’s the foundation for building high morale and meeting individual needs. When the group succeeds, it creates a sense of accomplishment and pride that boosts morale. At the same time, it provides opportunities for individuals to grow, contribute and feel valued. Conversely, if the task fails, it can lead to frustration, disengagement and even conflict within the group.

A ship without direction

As the newly appointed CEO of a struggling tech firm, Rachel was determined to turn the company around. She was charismatic, confident and had a strong track record of success. However, despite her best efforts, the company continued to flounder.

The problem was that Rachel lacked a clear vision for the company’s future. She was reactive, responding to immediate challenges rather than charting a long-term course. As a result, her team was confused and demotivated, unsure of what they were working toward.

 Without a clear direction, the company’s resources were squandered on misguided projects and initiatives. Talented employees began to leave, seeking opportunities where they could contribute to a clear and compelling mission. As the company’s performance continued to deteriorate, Rachel’s leadership was called into question. She had lost her way, and the company had lost its momentum.

Why most leaders lack clear vision

Despite the importance of a clear vision, many leaders struggle to articulate one. This deficiency can stem from several factors, including fear of failure, lack of self-awareness and the pressures of immediate demands.

Fear of failure

One reason leaders lack clear vision is fear of failure. Articulating a vision requires vulnerability; it means putting forth a bold idea and risking criticism or rejection. Some leaders shy away from this responsibility, opting instead to focus on short-term goals or maintaining the status quo. This fear is not new.

In the Bible, we see Gideon, a man called by God to deliver Israel from the Midianites. When the angel of the Lord appeared to him, Gideon responded with doubt and fear: “Please, Lord, how can I save Israel? Behold, my clan is the weakest in Manasseh, and I am the least in my father’s house” (Judges 6:15). Gideon’s initial lack of confidence prevented him from embracing the vision God had for him. It was only through God’s reassurance and guidance that Gideon stepped into his role as a leader.

Fear of failure is deeply rooted in the human psyche, often stemming from a desire to avoid embarrassment, criticism or the perceived loss of credibility. Leaders, in particular, face immense pressure to appear competent and infallible, which can make the act of articulating a bold vision feel risky. When a leader proposes a vision, they are essentially putting their reputation on the line, inviting scrutiny and potential pushback from stakeholders. This vulnerability can be paralysing, especially in environments where failure is stigmatised rather than seen as a learning opportunity. As a result, many leaders default to safer, more incremental goals that minimise risk but also limit potential impact.

The fear of failure is often compounded by the fear of the unknown. A clear vision requires leaders to step into uncharted territory, to imagine a future that does not yet exist. This can be intimidating, as it demands creativity, innovation and a willingness to challenge the status quo. Leaders may worry about whether their vision is realistic, whether they have the resources to achieve it or whether their team will support it. These uncertainties can lead to analysis paralysis, where leaders become so focused on potential obstacles that they never take the first step toward defining and pursuing their vision.

Organisational culture also plays a significant role in exacerbating the fear of failure. In cultures that prioritise short-term results over long-term growth, leaders may feel pressured to deliver immediate wins rather than invest in a visionary strategy. This focus on quick fixes can create a cycle of reactivity, where leaders are constantly putting out fires rather than proactively shaping the future. Over time, this reactive mindset can erode a leader’s confidence in their ability to think strategically and execute a long-term vision.

Another factor that contributes to the fear of failure is the lack of role models who demonstrate how to navigate setbacks and persevere in the face of adversity. Many leaders grow up in environments where success is celebrated but failure is hidden or punished. This lack of visible examples can create the illusion that successful leaders never fail, which only heightens the pressure to avoid mistakes.

In reality, some of the most visionary leaders in history—from Thomas Edison to Oprah Winfrey—have experienced significant failures on their path to success. By sharing these stories and normalising failure as part of the leadership journey, organisations can help leaders overcome their fear and embrace the vulnerability required to articulate a bold vision.

The good news is that leaders can mitigate the fear of failure by reframing it as an opportunity for growth. Instead of viewing failure as a reflection of their worth or competence, leaders can see it as a valuable source of feedback and learning. This mindset shift requires intentional effort, such as setting aside time for reflection after setbacks, seeking constructive feedback from trusted advisors and celebrating small wins along the way. By adopting a growth mindset, leaders can build the resilience and confidence needed to pursue their vision, even in the face of uncertainty. Ultimately, the ability to embrace vulnerability and learn from failure is not just a hallmark of effective leadership—it is a prerequisite for creating a vision that inspires and transforms.

Lack of self-awareness

Another reason leaders lack clear visions is a lack of self-awareness. Effective leadership begins with understanding oneself, as well as one’s strengths, weaknesses, values and purpose. Without this self-awareness, leaders may struggle to articulate a vision that is authentic and compelling. King Saul, the first king of Israel, exemplifies this struggle. Although anointed by God, Saul’s lack of self-awareness and insecurity led him to make impulsive decisions that undermined his leadership. His failure to align with God’s vision for Israel ultimately cost him the throne.

A lack of self-awareness often stems from a leader’s inability or unwillingness to engage in introspection. In the fast-paced, results-driven world of leadership, there is often little time for self-reflection. Leaders may become so consumed by external demands—meetings, deadlines and stakeholder expectations—that they neglect the internal work required to understand their own motivations, biases and limitations. Without this understanding, leaders risk crafting a vision that is disconnected from their core values or misaligned with their true capabilities. For example, a leader who is unaware of their tendency to micromanage may create a vision that emphasises autonomy and innovation, only to undermine it with their own controlling behaviour.

Another consequence of low self-awareness is the inability to recognise and leverage one’s strengths. Leaders who lack clarity about what they excel at may struggle to inspire confidence in their teams or to make decisions that align with their natural abilities. This can lead to a vision that feels generic or uninspired, failing to resonate with others. Conversely, leaders who are deeply self-aware can draw on their unique strengths to craft a vision that feels authentic and compelling. Consider the example of a leader who excels at building relationships and enhancing collaboration. When they recognise his strength, they can create a vision centred on teamwork and community, which naturally aligns with their leadership style.

Low self-awareness can also blind leaders to their weaknesses, leaving them vulnerable to blind spots that undermine their vision. For instance, a leader who is unaware of their tendency to avoid conflict may struggle to address resistance or dissent within their team, leading to a lack of buy-in for their vision. Similarly, a leader who overestimates their ability to execute complex strategies may set unrealistic goals, resulting in frustration and disillusionment. By contrast, leaders who are honest about their limitations can build a vision that accounts for potential challenges and leverages the strengths of others to fill gaps. This humility not only strengthens the vision but also brings to fore some level of trust and credibility among followers.

Developing self-awareness is not a one-time event but an ongoing process that requires intentional effort. Leaders can cultivate self-awareness through practices such as journaling, seeking feedback from peers and mentors, and engaging in coaching or leadership development programmes. The mere act of committing to this journey of self-discovery can provide for leaders the clarity and confidence needed to articulate a vision that is both authentic and impactful. In doing so, they not only enhance their own effectiveness but also create a foundation for inspiring and empowering others to achieve shared goals.

Pressures of immediate demands

The pressures of immediate demands can distract leaders from developing a clear vision. In today’s fast-paced world, leaders are often consumed by the urgency of day-to-day tasks, leaving little time for reflection and long-term planning. This was the case with Martha who, in Luke 10:38-42, was so preoccupied with serving her guests that she neglected the “one thing” that was needed—sitting at Jesus’ feet and listening to His teaching. Like Martha, leaders can become so focused on the immediate that they lose sight of the bigger picture.

The pressures of immediate demands often create a reactive leadership style, where leaders are constantly responding to crises, deadlines and competing priorities. This “firefighting” mode leaves little room for strategic thinking or long-term planning. Leaders may find themselves trapped in a cycle of urgency, where the next email, meeting or project deadline takes precedence over the critical work of vision-casting. Over time, this focus on the immediate can erode a leader’s ability to think creatively and proactively about the future, resulting in a vision that is either vague or non-existent.

One of the key challenges of managing immediate demands is the phenomenon known as “the tyranny of the urgent.” Coined by Charles Hummel in his essay of the same name, this concept describes how urgent tasks, especially those that demand immediate attention, often overshadow important tasks – such as developing a vision – that contribute to long-term success.

Leaders may feel a sense of accomplishment in checking off items on their to-do list, but if these tasks are not aligned with a larger purpose, they risk becoming busy without being productive. For example, a CEO who spends their day resolving operational issues may feel productive, but if they neglect to define the company’s strategic direction, they are failing to fulfil one of their most critical responsibilities.

Leaders today are bombarded with emails, messages and notifications that create a sense of perpetual urgency. The rise of technology and constant connectivity has exacerbated the pressures of immediate demands. This “always-on” culture can make it difficult to carve out uninterrupted time for reflection and vision-casting. Without intentional boundaries, leaders may find themselves reacting to every incoming request, leaving no space for the deep thinking required to develop a clear and compelling vision. To counteract this, leaders must prioritise time management and set aside dedicated periods for strategic planning, free from distractions.

To overcome the pressures of immediate demands, leaders must adopt a proactive approach to time management and prioritisation. One effective strategy is to schedule regular “vision blocks”—dedicated time slots for reflection, brainstorming and long-term planning. During these blocks, leaders can step back from day-to-day tasks and focus on the bigger picture, asking questions like: “Where do we want to be in five years?” and “What steps are needed to get there?” Additionally, leaders can delegate or streamline routine tasks to free up mental bandwidth for strategic thinking. By creating space for vision-casting amid the demands of daily leadership, leaders can ensure that their actions are aligned with a clear and purposeful direction.

How leaders can remedy the lack of a clear vision

The good news is that the lack of a clear vision is not an insurmountable obstacle. Leaders can take practical steps to develop and articulate a compelling vision for their teams and organisations.

1. Seek clarity through reflection and prayer

 First, leaders must seek clarity through reflection and prayer. Just as Moses encountered God in the burning bush, leaders need moments of stillness and connection with a higher purpose to discern their vision. Prayer and meditation can provide the clarity and inspiration needed to articulate a vision that aligns with one’s values and mission. Consider, for a moment, the life of David the shepherd-king who often sought God’s guidance through prayer and reflection, as seen in the Psalms. His intimate relationship with God enabled him to lead Israel with a clear vision of justice, worship and unity.

Reflection and prayer are not merely spiritual practices; they are essential tools for cultivating mental clarity and emotional resilience. In the chaos of leadership, where decisions must often be made quickly and under pressure, taking time to pause and reflect can feel counter-intuitive. However, it is precisely in these moments of stillness that leaders can gain perspective, process complex challenges and tap into their inner wisdom. For instance, many successful leaders, from business executives to social activists, attribute their clarity of vision to regular practices of meditation, journalling or mindfulness. These practices help quiet the noise of external demands and allow leaders to connect with their deeper purpose and values.

The act of reflection also enables leaders to learn from their experiences and refine their vision over time. By regularly reviewing past decisions, successes and failures, leaders can identify patterns, uncover blind spots and gain insights that inform their future direction. This process of continuous learning is critical for adapting to changing circumstances and ensuring that the vision remains relevant and achievable. For example, a leader who reflects on a failed project may discover that their initial vision was too ambitious or misaligned with their team’s capabilities. Armed with this insight, they can adjust their approach and set more realistic goals moving forward.

Prayer, in particular, offers a unique opportunity for leaders to seek guidance beyond their own understanding. Whether framed in a religious context or as a form of intentional contemplation, prayer allows leaders to express their hopes, fears and uncertainties while opening themselves to new possibilities. This act of surrender can be incredibly liberating, especially for leaders who feel the weight of responsibility or the pressure to have all the answers. By acknowledging their limitations and seeking wisdom from a higher source, leaders can approach their role with humility and confidence, knowing that their vision is grounded in something greater than themselves.

Finally, reflection and prayer contributes to a sense of inner peace and confidence that is essential for inspiring others. When leaders are clear about their vision and aligned with their values, they exude a sense of purpose and authenticity that resonates with their teams. This clarity not only strengthens their ability to communicate the vision but also builds trust and credibility among followers. For example, a leader who regularly takes time to reflect and pray is more likely to remain calm and focused during times of crisis, providing a steadying presence for their team. In this way, seeking clarity through reflection and prayer is not just a personal practice; it is a leadership discipline that benefits the entire organisation.

2. Engage in self-assessment and seek feedback

As a leader, it is important that you engage in self-assessment and seek feedback from others. Understanding one’s strengths, weaknesses and passions is crucial for developing an authentic vision. Additionally, seeking input from trusted advisors and team members can provide valuable insights and promote buy-in. Nehemiah, the cupbearer to the Persian king, provides a powerful example of this. When he learnt about the desolation of Jerusalem, he sought God’s guidance and then shared his vision with the Jewish people, inspiring them to rebuild the city walls (Nehemiah 2:17-18).

Self-assessment is a foundational step in leadership development, as it allows leaders to gain a clear understanding of their unique abilities, limitations and areas for growth. A leader who discovers through self-assessment that they excel at strategic thinking but struggle with empathy can take steps to develop their emotional intelligence, ensuring that their vision is not only ambitious but also inclusive and people-centred.

Seeking feedback from others is equally important, as it provides an external perspective that can challenge assumptions and reveal blind spots. Leaders who actively solicit input from their teams, peers and mentors demonstrate humility and a commitment to growth, which can bring about trust and collaboration. A good example would be a CEO who regularly holds town hall meetings or one-on-one feedback sessions, creating an open culture where employees feel valued and heard. This feedback can then inform the leader’s vision, ensuring that it reflects the needs and aspirations of the entire organisation.

Feedback also plays a critical role in refining and validating a leader’s vision. By sharing their ideas with others and inviting constructive criticism, leaders can test the feasibility and appeal of their vision before fully committing to it. This iterative process not only strengthens the vision but also builds a sense of shared ownership among stakeholders. For example, a non-profit leader developing a new initiative might present their vision to key donors, volunteers and beneficiaries, incorporating their feedback to create a more impactful and sustainable programme. This collaborative approach increases the likelihood of success and ensures that the vision resonates with those it is intended to serve.

Engaging in self-assessment and seeking feedback helps in achieving a growth mindset, which is essential for navigating the complexities of leadership. Leaders who view feedback as an opportunity for learning rather than a critique are better equipped to adapt to changing circumstances and overcome challenges. This mindset also sets a powerful example for their teams, encouraging a culture of continuous improvement and innovation. By embracing self-awareness and feedback as ongoing practices, leaders can ensure that their vision remains dynamic, relevant and aligned with their evolving understanding of themselves and their environment.

3. Prioritise long-term thinking

 Third, leaders must prioritise long-term thinking over short-term demands. This requires discipline and intentionality. Leaders can set aside dedicated time for strategic planning and vision-casting, ensuring that their actions align with their overarching goals. Jesus exemplified this balance between immediate needs and long-term vision. While He ministered to the crowds and healed the sick, He also spent time alone in prayer and prepared His disciples for the future.

Long-term thinking is a hallmark of visionary leadership, as it allows leaders to rise above the noise of daily demands and focus on what truly matters. However, in a world that often prioritises quick wins and instant gratification, maintaining this focus requires discipline and intentionality. Leaders must resist the temptation to become consumed by urgent but less important tasks, and instead carve out dedicated time for strategic planning and vision-casting. For example, many successful CEOs and entrepreneurs set aside “thinking days” or “strategy retreats” to reflect on their long-term goals and assess their progress. These intentional pauses provide the mental space needed to think creatively and proactively about the future.

One of the key challenges of long-term thinking is the difficulty of measuring progress in the short term. Unlike immediate tasks, which often come with clear metrics and deadlines, long-term goals can feel abstract and distant. This can make it tempting for leaders to deprioritise them in favour of more tangible, short-term achievements. To counteract this, leaders can break their long-term vision into smaller, actionable milestones that provide a sense of progress and momentum. For instance, a leader aiming to transform their organisation’s culture over five years might set annual goals for employee engagement, leadership development and process improvements, ensuring that each step aligns with the broader vision.

Another barrier to long-term thinking is the fear of uncertainty. The future is inherently unpredictable, and leaders may feel hesitant to commit to a vision that could be disrupted by external factors such as economic shifts, technological advancements or changing market trends.

However, rather than viewing uncertainty as a reason to avoid long-term planning, leaders can embrace it as an opportunity to build flexibility and resilience into their vision. By regularly revisiting and adjusting their plans, leaders can ensure that their vision remains relevant and adaptable in the face of change. For example, companies like Amazon and Google have thrived by maintaining a long-term focus while continuously innovating and pivoting in response to new challenges and opportunities.

Indeed, prioritising long-term thinking requires leaders to cultivate patience and perseverance. Achieving a bold vision often involves setbacks, delays and moments of doubt; but leaders who remain committed to their long-term goals can inspire their teams to do the same. This steadfastness not only builds trust and credibility but also creates a culture of resilience and determination. For instance, leaders who consistently communicate the “why” behind their vision—connecting it to a larger purpose or mission—can keep their teams motivated and aligned, even during difficult times. By balancing immediate needs with a clear focus on the future, leaders can create a legacy of impact and transformation.

4. Communicate the vision clearly and consistently

Finally, leaders must communicate their vision clearly and consistently. A vision is only as powerful as its ability to inspire and mobilise others. Leaders should use stories, symbols and repetition to reinforce their vision and make it tangible for their followers. Joshua, who succeeded Moses as the leader of Israel, consistently reminded the people of God’s promises and their shared vision of entering the Promised Land (Joshua 1:6-9). His unwavering commitment to this vision inspired the Israelites to persevere and ultimately achieve their goal.

Long-term thinking is a hallmark of visionary leadership, as it allows leaders to rise above the noise of daily demands and focus on what truly matters. However, in a world that often prioritises quick wins and instant gratification, maintaining this focus requires discipline and intentionality.

Leaders must resist the temptation to become consumed by urgent but less important tasks, and instead carve out dedicated time for strategic planning and vision-casting. For example, many successful CEOs and entrepreneurs set aside “thinking days” or “strategy retreats” to reflect on their long-term goals and assess their progress. These intentional pauses provide the mental space needed to think creatively and proactively about the future.

>>>Nelson Semanu Boandoh-Korkor: Nelson is a respected author, publishing consultant and Christian business coach. He is passionate about financial evangelism and is also a forex trader, cryptocurrency investor and metaverse enthusiast. Elizabeth Boandoh-Korkor (CA): Elizabeth is a highly accomplished Chartered Accountant with nearly two decades of experience in financial management consulting. She has worked extensively in both the non-profit and banking sectors. You can reach out to them at 233549762233 or [email protected]

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