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Mission and vision go together as parts of one whole, which is a targeted and a well-organized working process. Even though they  add to each other, they mean different sides of the working process, focusing respectively on the present and on the future, with mission taking care of “now” and vision directing our eyes to “then”.

In other words, one's mission is what one does most effectively on a day-to-day basis, and one's vision is how the foreseeable future may appear to be owing to a remarkable fulfillment of the mission. The reality is that the two notions could be put against one more controversy: leadership versus management.

When mission is under discussion, what is important is the ability to manage effectively and with potency, developing one's capacities on a daily basis. Vision, however, refers to leading with enthusiasm and bravery, being passionate about the potential opportunities and keeping the focus on the ongoing change.

I believe that in my case I am stronger at inspiring and motivating people rather than keeping an eye on that everything would work like a well-oiled mechanism. I think myself to be more of a visionary personality, rather than a good manager. At the same time, I realize that this is not an asset of mine, since without a good focus on the mission, the future prospects of the vision will be very hard to attain. Mission is the way to vision, so to say, just as good management makes it possible for the vision to come true. On the other hand, it is the vision that inspires the mission and drives the abovementioned “mechanism” to a higher purpose. Without a good vision the mission may find itself in stagnation and eventually deteriorate, since the absence of the far-standing target line may gradually dry up all the passion about one’s work and bring about a slow-down in an organizational process. Therefore, my personal mission is to use my visionary capacities to take a good control of my skills and abilities to reach higher achievements in my life and help others around me to do the same.     

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 One of the difficulties for a good leader to cope with is a culture gap. A leader may recognize a culture gap when he detects the differences in how people treat one another and how they prefer being treated themselves. This is a general statement, but works well when a group of people is brought together to function as a team. Their differences begin to surface, and the first ones to demonstrate themselves could be exactly the cultural differences. For example, the issue of physical distance in communication is just a drop in the sea of cultural differences as observed in an international business culture. Carte and Fox (2008) claim that the “individualist culture” of the United States  is somewhere in the middle, with African and Mexican cultures being very tactile and Far Eastern ones being very appreciative of a distance.  From this, it could be inferred that taking into account the visual manifestation of one’s ethnic background could also be a way to recognize a potential culture gap. However, it could also be a very simplistic approach, since the world is turning into a “melting pot” owing to globalization, mixing together different races and cultures. Therefore the best way to recognize a culture gap would be to start a common activity and be sensible to how different parties see the process of the activity and its outcome. This will help all cultures learn from one another and possibly change because of the mutual impact exerted during a common working process.

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