How do you communicate and align your vision and goals with your staff's ownership mindset?

Well you have to share, share, and share some more! Remember it takes 7 times for people to remember it once. This means repetition. What we do at Regal - I sit down every single quarter with each one of our locations and talk about our core values, purpose, and vision. We literally all sit down together as a branch, and we share core values stories. I talk about our purpose "work doesn't have to suck" and we share those stories as well. Finally, we go back through our big 10 year B-HAG and 3 year picture. This cadence has enabled us to really gain that traction needed. It works!! Another thing, I sit down with every new employee and we talk about the same stuff within 2 months of them starting off. It sets the tone from the start!

The world has changed. In the past, "making a living" and "holding on to a job" were important goals. Today, people are looking for more than that. It sounds cliché, but people need to derive meaning and purpose from what they do. They want to have a vision of the future, and understand their role in the big picture of getting to that vision. One way to ensure that our team members feel important, is to be transparent about our vision, and how and when we expect to get there. I find that laying out the pieces of the organizational puzzle in an honest and transparent way is hugely bonding and motivating. From my observations, a good leader doesn't keep much to themselves.

In my experience, it's important to ensure that the vision and mission resonate with your employees and get them involved in pulling them together. Why? Because in my work as a Consultant on many occassions I have seen vision and mission statements that employees do not understand and do not see how they fit the culture, the business model. Once you make sure your business vision and mission align with the values of the people you hired then you have to communicate them clearly and consistently, but also be open for honest feedback and to adapt

You can't improve anything you can't measure. Making sure that goals are broken down into specific and measurable components, means having a well-defined goal. One of the biggest obstacles to goal achievement is not understanding how to get there. Another obstacle is not breaking the goal down into digestible bits. A whole project can seem intimidating enough to give up from the get-go. Breaking it down into micro-tasks that are easily achievable based on the staff's skillset, will make sure it gets done. Finally, having a concrete timeline that everyone agrees on will not only move things forward, but it may prevent confusion and conflict in the future.

Na minha experiência, delegar e capacitar sua equipe é essencial para alinhar sua vis?o e metas com a mentalidade de propriedade. Isso envolve conceder-lhes autoridade, autonomia e recursos para executar tarefas e resolver problemas, além de confiar em suas habilidades e julgamento para entregar resultados e aprender com os erros. Ao delegar e capacitar, você demonstra que valoriza suas contribui??es, respeita suas habilidades e apoia seu crescimento, aumentando a confian?a, motiva??o e responsabilidade da equipe.

Oh man, we have to empower! They have to have skin in the game. We decided to create a decentralized company. We have 9 locations and decided to treat them as their own autonomous business unit. The branch manager there is more like the CEO. The company creates the core values and the purpose, and then they create their own goals. At the beginning of the year we create our goals together. We don't tell the branches, "you have to hit this number." Instead we say, "hey, what do you guys think we can do this year?" "Where do you want to go with this thing?" We literally hand them the keys. Now, we absolutely hold them accountable to the values and purpose of the entire organization, but they are empowered to create their own strategy!

One thing we do at Regal, every single employee goes off site with their boss for 2 hours every single quarter. They get lunch or coffee and just chat. It's not a performance review, there are no forms - its just a casual conversation. More like a "how are you?" conversation. "Where's your head at." We want to create a platform every quarter for good back and forth conversation. We prioritize hiring humble leaders so they want to hear the feedback. We talk about "what's working" and "what's not working." This has been a huge platform to come together and get on the same page. We encourage them like crazy and try and keep the praise / criticism ratio 6:1. These quarterly conversations have been huge in aligning vision and goals!!

I have been on both ends of feedback, and these experiences have come together for me to highlight the crucial role of feedback in progress. When my team sticks to a work timeline, I need to stick to a feedback timeline. Providing prompt and relevant feedback communicates to my team that I value their work and want to see them (us) succeed. We are a team, and as such, everyone has to play their role. If your role is to provide feedback, it is best to do it in a timely, attentive, relevant, and empathic manner, while still maintaining high standards for performance.

So one big way we collaborate at Regal is through our branch leadership teams. We created leadership teams at all 9 of our locations. They come together every quarter with our COO, and they go over their goals (did they hit them) as well as their big priorities (did they get done) - they basically review the quarter then shut the door - its over now let's move on. So they collaborate on the next quarters big priorities. Everyone is involved - they all throw things on the wall that they think are the BIG things we need to be working on that will get us to our YEARLY goal at that location. They argue, debate, and choose the big 4 that they really need to focus on. This collaboration has been HUGE for us!

In my 24 years of corporate IT life, I had around 17 supervisors, aka "leaders." Only two of them actually let me take ownership of my work. Those two—real leaders—weren’t just working for themselves. God bless corporate!

If a company wants to influence the mindset of the employees it has to make sure that first there is a total alignment between the Mission, Vision, Values and Long Term Strategy and Objectives, in this way everyone knows the why. Then provide the right space for everyone to participate in the development of teams and individual actions that support the long term objectives, and rewards the good behaviour. This is only possible with a structure systems and tools that is sustainable and promotes a new culture of collaboration.

If you want people to understand the strategy and vision, you need to say it in seven different ways until you are blue in the face. When you feel like a broken record, only then do people start to pick up on your strategy and vision. Here's some ways you can communicate your vision and strategy: - Infographics - All-hands calls - Company-wide email updates - Video messages - Meetings with management - Internal podcasts - Strategy playbooks - Townhalls with different departments - Ask-me-anything sessions - Internal announcements - Company intranet - Interactive workshops - Internal social media channels