A few months ago, I stood in front of a room with a dozen administrators, board members and donors, all eager to review the mission of their school and “come up with a vision.”

Having facilitated meetings of this sort on numerous occasions, I knew the day would be messy, non-linear and emotional. And I also knew that was OK; in fact, absolutely essential. Before the day was out, we had a little anger, a lot of listening, some choked-back tears, a little sulking, lots of laughter, lots of forgiveness – and the rich, real dialog that is crucial for success.

While an organization’s vision needs to be grounded in reality, it will only inspire employees, friends and donors if it taps into the deepest passions tied to the institution. These ties that bind people to the school or cause are closely held and very personal.

Therefore, to bring them out, people have to be willing to trust, to be vulnerable and to tell the truth – even if, especially if, the truth is hard to tell and even harder for people to hear. But if they can do it – if people can share and respond and listen and even, perhaps, change their minds – the results will be powerful.

A vision is not a set of pretty words, although it is eventually written down. A vision is an empowering idea, a concept of where an organization is going and what it will look like when it gets there.

To cast a vision that will move an organization forward, the leaders must understand what is holding them back. They must understand the various “camps” and the perspectives they bring. They must know what makes them most vulnerable, and what offers them the greatest opportunity.

Without honest and deep, meaningful discussion, the group will land on a shallow slogan or perhaps a fact-based set of goals – but will not create a vision for the future that motivates, inspires and transforms.