As a thought leader, you have a vision of how to solve a problem, create value, or inspire change. But how can you make your vision relevant to stakeholders, such as customers, partners, employees, or investors? Here are some tips to communicate your vision effectively and persuasively.
Before you craft your message, you need to understand who your audience is, what their needs and goals are, and how they perceive your vision. Research your stakeholders, segment them by their interests and preferences, and tailor your communication to their specific pain points, motivations, and expectations. Use empathy and curiosity to connect with your audience and show them that you care about their perspectives and feedback.
Head of Division @ TransPerfect | Global Strategy, International Growth, Innovation
The best way to make your vision relevant to stakeholders is to understand their own visions, goals and ambitions. Get to know them; find out what motivates each stakeholder. Some want career growth, some want to be a leader, some want more money, some want to feel they are an integral part of a team, some want to be inspired by the company's corporate social responsibility, ethics, etc.
Your vision should not only be clear and concise, but also compelling and differentiated. You need to articulate your value proposition, which is the unique benefit that your vision offers to your stakeholders. How does your vision solve their problem, create value, or inspire change? What makes your vision different from the alternatives or the status quo? Use concrete examples, stories, or data to illustrate your value proposition and demonstrate your credibility and authority.
There was a great HBR article on this recently: "Business strategy usually consists of a rational process grounded in facts and analysis. But storytelling has a remarkable ability to inspire people." Simplify the vision (don't use overly complex language). Honor the company's past but clearly articulate a mandate for change. Then describe a rigorous and optimistic way forward. Use words, numbers, images, whatever it takes to bring your story to life and move your audience.
Your vision should not be isolated from your stakeholders' goals, but rather aligned with them. You need to show how your vision supports, enhances, or enables your stakeholders' goals, whether they are personal, professional, or social. How does your vision help them achieve their desired outcomes, overcome their challenges, or fulfill their aspirations? Use positive and aspirational language to convey your vision and show how it aligns with your stakeholders' values and interests.
The best way to make your vision relevant to stakeholders is to understand their own visions, goals and ambitions. If you can tie their goals to the organizational goals, they will be much more inclined to embrace the vision and help you get there. Examples: Company growth can be tied to ambitions of an employee to grow in their career. Profitability increase can be tied into a bonus structure for someone who wants to make more money. Corporate Social Responsibility can be tied to empathy, inclusivity and fairness, wellbeing, etc.
Your vision should not be a one-way communication, but rather a two-way conversation. You need to engage your stakeholders in your vision, by inviting them to participate, collaborate, or co-create with you. How can you involve them in your vision, by asking for their input, feedback, or support? How can you empower them to take action, by providing them with resources, tools, or opportunities? Use interactive and inclusive methods to engage your stakeholders and make them feel part of your vision.
You can tap into emotions like frustration, regret, enthusiasm, devotion, happiness, discomfort, anger, joy, fellowship, grace in order to engage your stakeholders in your vision. Many products were born out of some of these emotions, like the iPod, Kayak Search Engine, Uber, etc. If your stakeholders are activated through these emotions, they will collaborate and help you bring the vision to life.
Your vision should not be static, but rather dynamic. You need to adapt your vision to changing circumstances, by being flexible, responsive, and agile. How can you update your vision, by incorporating new information, insights, or trends? How can you adjust your vision, by addressing new challenges, opportunities, or feedback? Use continuous and iterative processes to adapt your vision and show your stakeholders that you are open to learning and improvement.
Your vision should not be a one-time event, but rather a ongoing process. You need to communicate your vision consistently and frequently, by using multiple channels, formats, and occasions. How can you reinforce your vision, by repeating your key messages, value proposition, and call to action? How can you remind your stakeholders of your vision, by sharing your progress, achievements, or testimonials? Use diverse and relevant ways to communicate your vision and keep your stakeholders engaged and informed.
Repeat yourself. Tell the story/vision whenever the opportunity arises. In order to achieve the vision, you'll likely need to communicate far more than you think you should. Frequent communication ensures that busy, distracted stakeholders will internalize the story to the point where it will inform their actions, and others can be set up to succeed in your absence. This is essential to the organizational speed because it means you won't become a bottleneck.
It is also important to actively engage with stakeholders from various backgrounds to understand their viewpoints and concerns. Tailoring communication to highlight the specific benefits and impacts of your vision on different groups can significantly enhance its relevance and appeal. Moreover, demonstrating how your vision aligns with broader societal values and trends towards inclusivity and equity can create a strong emotional and rational connection with stakeholders. Showcasing a commitment to diversity and inclusion, you not only make your vision more relevant but also foster a sense of shared purpose and investment among a wide range of stakeholders.