Values exercises feel like they’re everywhere right now . And while it’s worthwhile to be able to clearly articulate values, you are not exactly going to walk into a performance review with your boss and say, “So, my top two values are ‘integrity’ and ‘curiosity.’” (Well, you could, but it’s unlikely a raise would come of it.) So how do those values help you get promoted, earn a raise, advocate for yourself or land a new job?

The answer is that it’s not enough to just know your values. You need a leadership vision statement. A leadership vision statement is a short written statement that clarifies how your values translate into action . It should be future-focused. A good statement matches what people already know about you, but it codifies that reputation and makes it high-level. It is essentially really good personal brand marketing.

You should absolutely put your leadership vision statement on your LinkedIn profile, but more powerfully: you can bring it into 1:1 conversations with your boss, discussions around promotions and raises, and introductions to new colleagues.

Your leadership vision statement shows that you’re self-aware about your values and how you come across to others. And, that self-awareness is reflected consistently in how you lead and work. Over time, it becomes something everyone knows about you and can clearly articulate. That’s how you turn your values into a recognizable leadership brand (and build the kind of reputation that precedes you).

Reputation at work matters . A leadership vision statement gives you a deliberate way to shape that perception by clarifying what kind of leader you are and want to be known as. Not only that, simply the act of doing the exercise can be enlightening as you think through what you want to be known for.

Here is how to build yours.

The Four Components Of A Strong Leadership Vision Statement

1. A belief about people.

This is your human philosophy, and it must be written in the first person. Be specific. For example, “I believe that everyone wants to produce a world-class product."

2. What’s at stake in your world.

This connects the belief to your industry and area of expertise by naming what goes wrong when the belief is missing. This is the piece that keeps your statement from sounding generic. For example, “When people don’t feel comfortable speaking up, they make assumptions. Those assumptions can be dangerous for business.”

3. How you lead because of it.

Name one or two concrete behaviors that flow from the belief. They should be specific enough that your team would recognize you in them. For example, “I always lead with transparency. If I am able to disclose something to my team, I do.”

4. The future you’re building.

Describe what will be different for your team or your function because of how you lead. This is the step that turns a values statement into a vision. For example, “When people have all the information they need to do their jobs, they trust each other, feel happier at work, and produce excellent results.”

Examples From Different Industries

An executive chef at a restaurant group might build a statement around the idea that high standards are a form of respect:

“I believe most people are capable of far more than anyone has asked of them, and that holding someone to a high standard is one of the most respectful things a leader can do. In a kitchen, vague praise and delayed criticism waste talent and burn good cooks out. I give feedback on the line in real time, I explain the reason behind every standard, and I promote people based on what they’ve learned rather than how long they’ve stayed. I want every cook who leaves my kitchens to be ready to run their own.”

A career coach might anchor everything in the idea that people deserve to be happy at work:

“I believe every person has the right to feel joyful about their work and how that work fits into their life. Often, the “shoulds” take over and people follow career paths out of perceived impressiveness rather than happiness. I work with my clients to unpack those beliefs and create a concrete plan towards a more aligned career. My goal is a world in which nobody has the Sunday Scaries.”

A nurse manager in a pediatric ICU might start from the belief that everyone makes mistakes and that the people closest to the work see danger first:

“I believe every person, however skilled, will make mistakes, and that the people closest to the patient usually spot danger before anyone else. In pediatric critical care, a nurse who hesitates to question an order can cost a child’s life. I treat every concern raised as valuable information, and I back my nurses when they escalate, even when they turn out to be wrong. My goal is a unit where the newest nurse on the night shift feels as free to call a pause as the attending physician does.”

As you start to build yours, here are some questions to get you thinking.

  • What are your top three values?
  • What do you believe about people as a result of those values and your experiences?
  • What happens to people on your team during a stress event?
  • When was a recent moment that you stood up for someone on your team?
  • What do you hope senior leaders in your industry will be able to do in a few years that they can’t do today?

Don’t sleep on a leadership vision statement. It is the difference between passively letting your career happen to you and taking charge of how people see you. Draft yours this week, say it out loud in your next 1:1, and keep refining it until it sounds like you on your best day.