All leaders know how important it is to have a clear vision, but many people struggle (at all levels) to communicate it in a compelling and concise manner. Depending on your institutional structure and your role, this one skill can make a huge difference in being seen as the next up and coming leader. This link outlines the importance of having a compelling vision and how to create one. Below we describe how to convey it in a way that is structured, persuasive, and customized to the audience.

To do this well, it is important to have some knowledge of the audience. Do your homework. If you’re presenting internally, understand who will be in the room, who is the decision maker, and get to know them. This will be helpful for framing your vision and will build your network as well. If you’re sharing your vision externally, do some research online and talk to colleagues. Ideally you should understand the following questions: What are they motivated by? What are their values? What strategic direction are they going in? What kind of projects are funded? What are the criteria that are used? The answers to these questions should be a guide to developing the context of “why they should be interested in this work and how their interests and work connect to what is being presented?” This provides the hook to engage them with your project and the context for what role you need them to play.

Do you want buy-in, collaboration, or resources? Starting with this in mind helps you shape your message with intention. Then, structure your delivery so that it begins with the “why”—why this matters now, why it is important to the team or organization, and why you personally believe in it. Ground your vision in the context of the organization’s broader goals or strategy. This connection to the bigger picture gives meaning to the work and helps people see that the vision is not just an isolated initiative but part of a coherent whole.

Once you’ve established the purpose and context, clearly articulate the “what” and the “ask.” What are you proposing, and what do you need from your audience? Be concrete and transparent about expectations—whether it’s resources, time, feedback, or support. At this stage, clarity is power. By being explicit about your ask, you make it easier for others to know how to respond and where to focus their energy.

It’s also essential to acknowledge the risks. At this point, they should be very clear on the benefits, but without acknowledging potential downsides, you run the risk of looking naive and losing credibility. Instead, demonstrate thoughtfulness and balance by being upfront about trade-offs, uncertainties, or challenges. Framing these candidly, while emphasizing the opportunities and mitigation strategies, builds trust. It also gives your audience confidence that you have thought through this carefully and understand their point of view, since you’ve taken the time to anticipate their concerns. This balanced approach positions you as pragmatic and strategic rather than idealistic or one-sided.

The most powerful visions are communicated in a way where people feel included and can see themselves in it. Help your listeners imagine how they can engage, contribute, grow, and be involved both for themselves, their teams, and their organization. This is where understanding the institution's jargon can be particularly useful. When people can “connect the dots” between your idea and their own motivations and values, commitment from them naturally follows.

Another critical, often overlooked step is to analyze the landscape—your political map. Consider where each key stakeholder stands along two axes: their relationship with you and their level of support for the idea. Who are your champions, your neutral parties, and your skeptics? Understanding this helps you tailor your communication approach. With allies, you can be direct and collaborative; with skeptics, you may need to spend more time listening, addressing concerns, and finding common ground. This mapping ensures you are proactive rather than reactive in navigating influence and alignment.

Ultimately, communicating your vision is more than sharing information — it’s about selling the coherence of your undertaking. Selling can make many folks in the biomedical and tech community cringe. Notably, “selling” in this context doesn’t mean manipulation; it means engaging hearts and minds through authenticity, clarity, and purpose. Most people go into science because they want to make a positive impact, so you just need to illustrate through clear and compelling communication how the impact and contributions of your vision can easily align with their values and mission.