You already believe in the power of a Vivid Vision®. You’ve read the book, or heard Cameron Herold speak about it.
But when it comes to execution, most leaders hit the same roadblocks — producing documents that feel flat, get ignored, or never get finished.
Let’s walk through the five most common mistakes — and how to fix them using insights directly from Vivid Vision.
1. Writing a Mission Statement, Not a Vision
Many leaders fall into the trap of writing a corporate-sounding summary rather than a compelling, tangible vision. If your Vivid Vision sounds like a mission statement, it’s not doing its job.
“Mission statements are usually vague and uninspiring. A Vivid Vision is designed to be bold, exciting, and detailed enough to feel real.” — Vivid Vision, p. 9
Fix: Instead of saying, “We will be the best in the industry,” describe exactly what that looks like in action — customer feedback, media features, product milestones, internal culture. The goal is to paint a picture so real your team can already feel it happening.
2. Leaving Out Key Departments
In Vivid Vision, Cameron emphasizes that your vision should include every part of your business, not just what you as the founder think about daily.
“Don’t forget the areas of the business that may not be sexy to you… operations, legal, finance — they matter, and your vision needs to reflect them.” — Vivid Vision, p. 67
Fix: Cover all functions: marketing, product, customer success, HR, finance, operations. Each section should speak to the team responsible for that part of the future.
3. Creating in Isolation
One of the most common missteps is treating the Vivid Vision as a solo assignment. While the leader owns the final message, trying to write it without any input from the team can lead to blind spots and limited buy-in.
“Get ideas from employees, suppliers, and even customers. Ask what your company looks like when it’s firing on all cylinders.” — Vivid Vision, p. 65
Fix: Conduct interviews or send out simple questionnaires. Use those insights to shape a richer and more inclusive Vivid Vision — one that truly reflects the organization’s potential.
4. Ignoring Structure and Flow
A Vivid Vision should not be a brain dump. The book recommends organizing by themes and writing in the present tense, as if the vision has already happened.
“Write it like it’s already true — vivid, specific, and emotional.” — Vivid Vision, p. 12
Fix: Use structure: start with culture and values, then move into departments, customer experience, brand reputation, and metrics. Keep the tone inspiring but concrete.
5. Failing to Integrate It
Too many leaders write a Vivid Vision and then forget to use it.
“Your Vivid Vision isn’t a one-time project. It’s a tool you return to constantly to reinforce focus and alignment.” — Vivid Vision, p. 92
Fix: Refer to it in all-hands meetings. Share it with new hires. Use it to guide strategy and filter out distractions. Great leaders don’t just write the vision — they live it.
Your Vivid Vision Should Inspire and Align
When done right, a Vivid Vision becomes a leadership multiplier. It helps you attract the right talent, align execution, and stay grounded in your long-term strategy — even during chaos.
“When everyone can see where you’re going, they’ll help you get there faster.” — Cameron Herold
Ready to Write a Vivid Vision That Actually Works?
Buy your copy of Vivid Vision by Cameron Herold — and discover the proven framework used by thousands of fast-scaling companies. Order now on Amazon and bring your company’s future into sharp focus.
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