CREATING A VISION

Once you have assessed yourself and have a realistic understanding

of your abilities, you need to from a vision of significant but attainable

aims. The great men and women of history all had a sense of vision

and mission. They know were they were going, What they wanted

to achieve, and had the power of direction to help take them to there

destination. you can mobilize the same power. Ask your self where

you want to be at the end of each decade that lies ahead. Compare

that future vision with where you are now. That shows the gap that

must be crossed to realize the vision. The next step is to make closing

that gap your overriding mission.

ACHIEVING YOUR VISION

Your mission should be broken down into a feasible operating plan

that will enable you to take concrete, achievable steps towards realizing

your ultimate goals. keep both vision and mission firmly before your

eyes, With revision as and when required, and direct your actions

towards attaining them.

IDENTIFYING YOUR MISSION

Now write hard-headed plan, setting out what you must be timed

and translated into numbers all hard facts. For example, if your vision

is to move into management, your mission might be to acquire the

necessary knowledge in year one, join a task force and gain general

experience in year two, And obtain a management appointment,

inside or outside the company, in year three.

Moving Forward

To help you on the path to achieving your vision, you may find it useful to employ the Japanese techniques of kaizen and kaikaku, or continuous improvement and radical change. kaizen involves constantly looking for ways to improve any element of your performance, like athletes do when they seek to raise there personal best (PB). Kaikaku takes place less often. it cloud be going into business for yourself, moving to a new job in a new industry or new company, or both. Look out for opportunities for radical change, and use them.

LOOKING AHEAD

It is far more useful to concentrate on goals achieved and future opportunities then on missed chances. If you miss an opportunity, Do not waste time on regrets, but examine why it was ignore or rejected for example, if you conclude that you lacked the confidence to take risk, you must develop the confidence to act swiftly next time.

COMPARING VISIONS AT DIFFERENT CAREER STAGES

SENIOR MANAGER At this level, your vision for yourself goes hand-in-hand with a vision of what your organization can become. You see the road from where the organization is now to this future goal, and you envisage yourself playing a key part, maybe the leading one, in the journey.	UNIT MANAGER You have a clear vision for the success of your unite and an ambitious idea of your own position five years on after achieving that vision.
	FAST LINE MANAGER You now have responsibility for others and envisage developing your people skills and building the business experience that will take you upwards.
	FIRST JOB EMPLOYEE Your vision is personal. You envisage yourself acquiring the knowledge, experience, and skills needed for advancement is the shortest possible time.

Note.

1. From long-term ambitions to help you notice change to move forward.

2. Take responsibility at the earliest opportunity.

3. Have targets for both achievement and career moves.

4. Never be afraid to learn and use the lessons of your failures.

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