Leaders Having Visions Were Disparaged

Why vision, mission, and values still matter in 2025—if leaders make them real

Not long ago, talking about “vision” often invited sneers. Leaders who spoke about visions were mocked as spouting psychobabble. Part of the cynicism came from the poor quality of early vision statements—trite platitudes that could double as sleeping aids. But times have changed. In 2025, vision, mission, and values are essential leadership tools, yet most organisations still struggle to make them resonate with staff.

Why were visions mocked in the past?

In the 1980s and 1990s, many vision statements were badly written—either too vague, too long, or too clichéd. Employees saw them as irrelevant. Cynical cultures, like Australia’s, dismissed them as hollow leadership exercises.

Fast-forward to today, and vision has become mainstream. Companies in Japan, the US, and Europe frame it as a strategic anchor. But credibility remains the challenge: if employees can’t recall the vision, they can’t live it.

Mini-Summary: Early visions failed because they were clichéd or irrelevant. Today they are vital, but only if staff remember and act on them.

Do employees actually know their company’s vision, mission, and values?

Research and field experience suggest most don’t. Trainers often test this by flipping framed statements on the wall and asking staff to recite them. Typically, no one remembers the vision or mission, and at best, a few values.

In Japan, where employees pride themselves on discipline and detail, this gap is striking. It shows that leadership communication is failing. Employees can’t live what they can’t recall.

Mini-Summary: Most employees cannot recite their organisation’s vision, mission, or values—evidence that communication and ownership are missing.

Why do so many statements fail to inspire?

There are two extremes: bloated statements too long to recall, or cut-down slogans so short they become vapid clichés. Both kill engagement. Worse, leaders often draft them alone, without wordsmithing skills or input from employees.

Even when teams co-create content, turnover means newcomers feel no ownership. In Japan, where lifetime employment has eroded, this turnover effect is magnified. Leaders must find mechanisms to refresh ownership constantly.

Mini-Summary: Vision and value statements fail when they’re too long, too short, or disconnected from employees—especially in high-turnover environments.

What practices help embed vision into daily work?

One proven method is daily repetition. Ritz-Carlton Hotels review their values at every shift worldwide, with even junior staff leading the discussion. Inspired by this, Dale Carnegie Tokyo holds a “Daily Dale” every morning, where team members take turns to lead the session and recites the vision, mission, and values and discuss one of 60 Dale Carnegie Human Relations Principles.

This practice ensures even new hires quickly internalise the culture. Egalitarian leadership—having secretaries, not just presidents, lead—also deepens ownership.

Mini-Summary: Embedding vision requires daily rituals, repetition, and egalitarian involvement, not just posters on walls.

Should companies also create a “strategic vision”?

Yes. Many visions describe identity—who we are and what we stand for—but not direction. During the pandemic, Dale Carnegie Tokyo added a “Strategic Vision” to articulate where the company was heading.

In 2025, with Japan navigating digital transformation, demographic decline, and global competition, leaders need both: a cultural compass (vision, mission, values) and a directional map (strategic vision). Without both, organisations drift.

Mini-Summary: Companies need two visions: a cultural compass for identity, and a strategic vision for direction—especially in turbulent times.

How can leaders bring visions to life in 2025?

Leaders must test whether employees know the vision, mission, and values. If they don’t, leaders should redesign communication and embedding processes. Mechanisms like daily recitation, story-sharing, and recognition linked to values make culture tangible.

The post-pandemic world has raised expectations: employees want meaningful work, and customers want values-driven partners. Leaders who treat vision statements as wallpaper risk being left behind.

Mini-Summary: Leaders bring visions to life by testing recall, embedding practices into daily routines, and aligning recognition with values.

Conclusion

Vision, mission, and values were once dismissed as leadership fluff. Today, they are essential but often forgotten or poorly implemented. In 2025, leaders in Japan and globally must transform them into living tools—clear, repeatable, and tied to both culture and strategy. If your team can’t recite your vision, mission, and values today, you don’t have a culture—you have a poster.

About the Author

Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie “One Carnegie Award” (2018, 2021) and recipient of the Griffith University Business School Outstanding Alumnus Award (2012). As a Dale Carnegie Master Trainer, Greg is certified to deliver globally across all leadership, communication, sales, and presentation programs, including Leadership Training for Results.

He has written several books, including three best-sellers — Japan Business Mastery, Japan Sales Mastery, and Japan Presentations Mastery — along with Japan Leadership Mastery and How to Stop Wasting Money on Training. His works have been translated into Japanese, including Za Eigyō (ザ営業), Purezen no Tatsujin (プレゼンの達人), Torēningu de Okane o Muda ni Suru no wa Yamemashō (トレーニングでお金を無駄にするのはやめましょう), and Gendaiban “Hito o Ugokasu” Rīdā (現代版「人を動かす」リーダー).

Greg also publishes daily business insights on LinkedIn, Facebook, and Twitter, and hosts six weekly podcasts. On YouTube, he produces The Cutting Edge Japan Business Show, Japan Business Mastery, and Japan’s Top Business Interviews, which are widely followed by executives seeking success strategies in Japan.