Very interesting question and as a front line (M1) manager this can be challenging. I am a firm believe that everyone on the team needs to have a clear attachment to the Vision. I like to work both directions… from the bottom up and the top down. First I tend to bring key people together to get clarity on what it is we are setting out to do. Ultimately how do we see our mission and how do we want others to view our charter etc. We develop a draft Vision from input of those closest to what we are actually doing etc. The second effort is to go straight to the top, what is Microsoft’s Vision, how has that developed historically and what are the key elements that help us map our areas Vision to help Microsoft achieve its broader Vision. Then I work down, how did the Server and Tools Business develop a Vision and how does that map to Microsoft’s, how does MSD do this, how does OMPS do this. Our individual work should clearly map to the values and Visions of our company and our organization. I don’t think this is easy as sometimes it is challenging to really see how possibly one feature helps Microsoft… people tend to think locally, think about their commitments, think about what work needs to get done during this milestone etc. A strong Vision helps individuals feel more empowered and actually see how their work has a much broader impact than what they actually deliver.