Part of what I’m working on while in Scotland is a five-year vision for Dragon Army. We’ve always been clear about what I call our PVTV: Purpose, Vision, Tenets & Values. And we plan annually, quarterly, and monthly using the Great Game of Business as a primary tool.

However, we’ve never really nailed down a longer-term vision. So I’m working on a five year plan, because I believe that the more clearly you define the future, the more likely you are to achieve it.Click to Tweet

I was reminded of this again when reading a great article/podcast on Ben Chestnut, co-founder of Mailchimp, in Entrepreneur Magazine this month. His company, now 800 employees, didn’t have a vision of what they wanted to become for the longest time. And it was because he didn’t see the value in it.

I love Ben’s honesty in this passage:

Hundreds of employees gathered. When it came time for questions, someone raised a hand and asked about MailChimp’s future plans. The CEO shrugged it off. “I’m giving this answer like, ‘We don’t need no stinking strategy — we’ll cross that bridge when we get there!’ ”

Chestnut recalls. That, after all, had been his longtime philosophy: The company worked best when it improvised, trying things on the fly. But while half the room nodded in agreement, the other half seemed alarmed. One raised a hand and asked, “Why are you being so secretive?” The room got tense. Afterward, another employee told him he needed leadership training.

The point: in life or business, clearly defining the vision for where you want to go is the best way to ensure it happens.