"The mission of the organization must be clear enough and big enough to provide common vision. Managements' first job is to think through, set and exemplify those objectives, values and goals."
If business leaders and managers take care of the most important part of their job, the rest of their job will be surprisingly much easier.
It's those that like to meander and venture out away from the vision of the company that end up getting themselves in trouble. Usually it's done because someone thinks they know more than the other people in the company know; their vision supercedes the real vision.
Remember the concept we're talking about in reference to first things and foundations of a business, not the resultant variety that springs forth from that.
Once a company embraces what a vision is, it's not the job of the leadership to create a new one, it's the job of the leadership to wholeheartedly embrace that vision and make it the underlying foundation for everything they do in the company.
As Drucker said, it's the primary responsibility for buisness leaders to work from this reality. We must live the vision if we expect others to follow us in it. We can't be second-guessing the vision. That would create the type of tension in a company that will tear it apart.
The other thing that will harm a company is to believe in the vision and values of the company but fail to communicate them across the company every opportunity we get.
We must become living embodiments of the vision of the company, and be a standard others measure that vision by. Whether we do that or not, we will be measured. What we live will be what our people will live, as it relates to the purpose of the company.
Those taking this as their priority will be a firm foundation for the rest of the workers when the urge to move off the foundations come upon them; and that urge will come - you can count on it.
Other Peter Drucker Resources:
The Man Who Invented Management
Beyond the Information Revolution
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