A vision everyone describes differently is not yet a vision.

You are not fighting. That is what makes this hard to see. The meetings are civil, everyone is committed, and every leader is working hard on what they believe the priority is. Then a real decision comes up and the room splits, and the argument is never quite about the decision. It is about a picture of the company each of them has been carrying privately.

Each of them is describing the part of the business they can actually see. Sales sees the pipeline. Operations sees what it takes to deliver. Finance sees what it costs. None of them is wrong, and none of them has the whole animal. Where the vision lives mostly in your head, everyone downstream fills the gap with their own reasonable version of it.

So the cost does not arrive as conflict. It arrives as effort pointed in slightly different directions, quarter after quarter, with everybody working hard. Priorities compete instead of stacking. Decisions get made twice. The company keeps moving, and it keeps moving at an angle to itself, which is expensive in a way that no report will ever itemize.

You will object that everyone already knows the vision, because you have said it. Saying it is not the test. The test is whether your leaders state it back the same way when you are not in the room, and then whether the person hired last month can. Alignment is not agreement either. People can disagree with a plan and still execute one.