Based on my best experience, when I join a new job or discuss any company's situation, I ask, what's your career plan? Do you have your personal vision defined? What do you enjoy, and when are you playing hide'n' seek with your tasks?
Although these questions have the same topic, you'll get significantly different types of answers. Some people are willing to talk about visions. They have a few ideas about what they want to do in 10 years. Mosts can describe a desirable way or what they like. Only a few have no desire at all.
I see quite a connection to sharing the company vision. Let's say you have one. Let's say you understand, and maybe you even do believe in this vision. But when you share your beliefs with your colleagues, you have the same feeling as if you were talking about hidden Nazi's moonbase. 'Nah, of course, so go away and let me deal with the real world.'
This is not a lack of respect—neither any aspect of juniority. You're simply not explaining the whole message in the way so that the other side will listen.
Knowing your team gives you a strong advantage to such talks. Some may find such discussion too philosophical (one colleague used 'it's too esoteric'), some too far or too ambitious. Maybe their mind is closed or boxed from your perspective, but it's you who helps others open it. You're not a manager to give up such tasks.
What usually helps for such people is your ability to connect these visions into particular steps. When you have finally described what your colleague likes and dislikes, maybe it'll be a manager's role to develop ideas about the next career steps.
I don't think coaching and visions are the techniques that always work. Although you have prepared your masterpiece and expect the standing ovations, be prepared for details and what-if questions. If you want to lose your colleagues' faith, stay in coaching whenever they have shown it's not comfortable for them, and they need you to make the decision.