Anytime in my life when I have managed to go from a vision to a reality, the vision has not been a plan but a practice.

In other words, what matters is not having a vision, but rather making a habit of returning to and revising the vision. For the big things in my life, I'm always coming back to them week after week—sometimes day after day. As new information arrives, the vision gets updated. The dream becomes more crystallized over time. It's a habit of thinking about where you want to go with an ever-increasing degree of clarity.

You do not need a vision, you need the practice of envisioning.

Vision is the beginning point of any great endeavor. Vision is a picture of how we would like tomorrow to look—or, put another way, how we would like ourselves to look tomorrow. Every good leadership book identifies vision as an essential characteristic of a leader, and every good leader has learned his or her responsibility to create and communicate a vision. But the danger is that talk of a vision has become so prevalent—maybe even so commonplace—that many leaders take the process and discipline out of vision-casting for granted.

The elements of a true leader’s vision A true leader’s vision should target specific interests and answer important questions, such as: 1. What is the country’s interest in this vision? What is the interest of its society and business community? Who will benefit from it and how? In what way will it promote development and enhance the achievements that have already resulted from previous visions? 2. Is the vision based upon specific plans or is it going to be implemented randomly, without any link between its different phases? 3. Is it realistic and feasible or is it a wild vision that no amount of financial and human resources are capable of realizing? For example, giant residential and tourist complexes such as The Palm29 and The World30 islands may require huge resources that many countries cannot afford. While they may be feasible in the UAE, it would be impossible to build them in a number of other places. 4. What is the ideal time to propose the vision? 5. What is the best way to implement it? 6. Is the executive team ready? Who are its members and where will we acquire the high-calibre skills necessary? 7. How will the implementation of the vision be financed? 8. How will we convince investors to finance the project? 9. How will we market the finished product and what is the target market? Where and when?

What is vision? It’s clearly defining who and what your organization is, where it’s going and how it’s going to get there.

A clear vision, backed by definite plans, gives you a tremendous feeling of confidence and personal power.

A powerful vision emerges when we couple our dreams with a set of clear goals.

What is vision? It’s clearly defining who and what your organization is, where it’s going and how it’s going to get there. It should be simple to articulate your vision, because it’s probably already in your head. Unfortunately, if there are five people on your leadership team, there may be five different variations of the company vision. The goal is to get you all on the same page. To the degree everyone on the team can answer the following eight questions and absolutely agree, you will have a clear vision.

Have a vision of where you want your life to be.

I focused my mind on the vision and how we will achieve this vision and chart the way forward for the University.

Government must always be about vision. Restoring belief in the power of democratically elected Government to effect change - something which remains one of the great challenges for any modern Government - is about focusing on the 'possible' rather than merely accepting the status quo.

Understand your vision and stick with it.

important and vision is critical, but

For the vision to be taken seriously, the destination- or the goal- has to be attainable. It's your vision, so you need to determine the timing. With your destination in focus, you need to describe who you are, what you do, and how you are going to get there.

Clarify your vision and you will make better decisions about people, processes, finances, strategies, and customers.