5 Common Mistakes Leaders Make When Writing a Vivid Vision (And How to Avoid Them)

Jul 31, 2025 | 0 comments

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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Written By Cameron Herold

Written By Cameron Herold

Cameron Herold is known around the world as THE CEO WHISPERER. He is the mastermind behind hundreds of company's exponential growth. Cameron's built a dynamic consultancy: his current clients include a "Big 4" wireless carrier and a monarchy. What do his clients say they like most about him? He isn't a theory guy they like that Cameron speaks only from experience. He earned his reputation as the CEO Whisperer by guiding his clients to double their profit and double their revenue in just three years or less. Cameron is a top-rated international speaker and has been paid to speak in 26 countries. He is also the top-rated lecturer at EO/MIT's Entrepreneurial Masters Program and a powerful and effective speaker at Chief Executive Officer and Chief Operating Officer leadership events around the world.

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