Ignite! Newsletter—December 2010 Article
Creating a Vision Statement that Works
We've all experienced it. A senior executive comes back to the office from a 2-day leadership team retreat brimming with newfound excitement about the direction of the company. You inquire about the source of his or her optimism and find out that part of the retreat included the senior leadership team getting together to review and refresh the company's mission statement. The leader shares how invigorating and energizing it was to work together with the rest of the team to set the direction and goals for the company and what needs to be in place to get there.
Excitedly, you ask to see this new direction for the company. But after reading it you are surprised and a little disappointed to find that it seems very similar to the previous vision statement-and pretty much like the mission, vision, and values statements of hundreds of other companies.
What's so special about this document, you wonder. Is there something you are missing?
The answer is yes, according to corporate visioning expert Jesse Stoner. What you are missing is the experience the senior leader is describing. Instead of a peak memory of working together with colleagues, you have only a pale representation in the form of words on a page. And while words can be an effective reminder of what transpired, they are no substitute for the actual experience.
Don't figure it out by yourself
As Stoner explains, "If you want the entire organisation to be as excited about the vision as the senior leaders, you have to involve them, allow them to put their thumbprint on it, and have shared ownership. The people who create the vision understand it and own it because it is in their hearts and minds. The words are not as important as what people understand about them."
According to Stoner, anytime a leader-or a group of leaders-develops a vision independently and then announces it to the organisation, it almost always ends badly. Yet it happens more often than not because leaders think they are expected to have the answers and to set direction. For leaders looking to create a compelling vision, Stoner recommends focusing on three key areas:
- Use a collaborative, involving process that engages people in real dialogue about the vision and provides an opportunity to give feedback. Some questions Stoner suggests leaders use include: What do you think about our vision? What is exciting about it to you? What would make it more exciting? What could we do differently going forward?
- Create some dynamic tension. Be honest in your assessment of the present. Don't worry if there is a gap between where you want to go as an organisation and where you are currently. When you hold both your vision and the truth of your current reality, creative tension is generated. This tension creates movement.
- Demonstrate leadership commitment. Visioning is an ongoing process; you need to keep talking about it. It is important to share information on a regular basis to demonstrate that the vision is still the driving force. Help people interpret events and changes in light of the vision.
"The best way to get people to buy into something is to give them an opportunity to participate in its creation," says Stoner. "You will always end up with something better than if you did it yourself."
Look beyond goals
Very few executives look out at the horizon. They are too preoccupied with looking down at the performance of their direct reports. They focus on managing their people, the next thing that needs to be accomplished, and the pressures of getting the job done. And while being goal focused is important, it can lead to short-sighted thinking. Goals are most powerful when they are in service to the vision.
As Stoner explains, "Look out to creating links throughout the organisation. As a leader, part of your job is to look at the bigger picture. People act on their own priorities if there are not strong corporate priorities in place."
Vision can head off problems by getting everyone together on the same page. But it also helps you to prioritize your own goals so that what you are working on will get you where you want to go.
Leaders need to be constantly communicating the values and working them into discussions and conversations. The goal is to create context for the vision and to show how it plays out in the day-to-day activities that come up. As a leader, it is your job to remind people of the vision that they have had a hand in creating.
Get everyone involved
When people have an opportunity to share their hopes and dreams, are involved in the discussions shaping the vision, and are included in making decisions, they have a clearer understanding of the vision, are more deeply committed to it, and move quickly to implement it.
As a leader it is important that you bring expertise and experience to the planning meeting, but you have to make some space for other people to participate in the process. Having a good sense of what you want to accomplish, but not having it all figured out ahead of time and being willing to involve others is one of the most powerful things that you can do as a leader.
Don't miss the opportunity to include everyone in the process. Remember, it's not the words that will stick in people's minds-it's the experience.
Would you like to learn more about creating a vision statement that works?
Then join us for a free webinar on December 15!
Creating Engagement and Alignment through a Shared Vision
Wednesday, December 15, 2010
9:00 a.m. Pacific Time, 12:00 noon Eastern Time, 5:00 p.m. UK Time, 4:00 p.m. GMT
According to Ken Blanchard and Jesse Stoner in their book Full Steam Ahead, "Leadership is about going somewhere. Without a clear vision your leadership doesn't matter." In this webinar, visioning expert and consultant Jesse Stoner will show you how creating a shared vision for your organisation or team will help you set the stage for a successful change effort, strategic planning, or your yearly goal setting.
You'll learn:
- The 3 Keys to Creating a Compelling Vision-discovering your purpose, creating a picture of the future, and identifying the values that will guide you
- The 3 "Hows" of a Successful Process-how it's created, how it's communicated, and how it's lived
- 6 Guidelines for Staying the Course-how to stay on track and what to do if you're knocked off-course
Whether you're an individual contributor, a member or leader of a team, or the head of a multinational corporation wanting to guide your organisation, understanding how to create a compelling vision will help you achieve your goals..
Don't miss this opportunity to learn how to create a vision that provides clear direction and focus, that engages the heart and minds of your people, and that continues to guide you and your organisation on a day-by-day basis.