Here's how you can convey your vision and goals to your team with effectiveness.

I found that telling the story, explaining the "why", the benefit, and the path to get to the objective, and being willing to tell that story again and again is critical. The leader with the vision and goals needs to believe that what they are sharing is for good and sell it that way. Express how it benefits the organization and what is possible if no action is taken. Authenticity is critical for believability. The leader should authentically tell the story, and the leadership/management team needs to know the story and buy-in. Once the management buys-in, the story needs to be repeated through the organization until the vision manifests. Everyone, from the top, down to the maintenance crew should know the vision.

Encourage active participation by inviting team members to contribute their own stories and perspectives. Create opportunities for dialogue where employees can share their experiences and insights related to the company's journey and future direction.

Story telling can really motivate team members. Sometimes you need to tell stories from the past but in my opinion the more powerful stories are the ones projecting the future growth of your company. When telling these stories, be very specific with time frames. As an example, “imagine 3 years out May 2027, where will we be? What do we need to do to make this vision a reality?” With story telling, the more specific, the better. Once that story is told, set measurable goals with specific deadlines to achieve the story and vision you are putting together!

Get your Story Brand (read Donald Miller's book) nailed down solid right from the get-go. Everyone should know it off by heart - the long version (hero, villain, success and failure scenarios, etc.) and the one-liner elevator pitch. Use this brand script as your North Start, and your checklist for unifying and aligning all communications. The biggest takeaway from the Story Brand framework is that it is not about your business, it is ALL about the customer. They have a problem, they are looking for success, and you have the solution to help them become the hero of their own story. Like a great movie, reel them in with a great emotion-packed story, and they will be hooked.

Ensure that each goal aligns with the overarching purpose and values of your business. When employees understand the deeper meaning behind their tasks, they're more likely to feel connected to the mission and motivated to contribute meaningfully towards its realization.

I really liked to use Kotter's Change Model as a canvas while I was sharing goals with my team. Coz, at the end of the day - you're setting goals and sharing vision with some specific purpose. To make some movement toward - therefor make a change. The most important step I'd say would be 1st step - "Create sense of urgency". Address clearly answers to questions: why? why now? why like that? why we? etc. Having these ideas in mind - it should be much easier to create a story and share it afterward

Starting my business - The Cat Butler - in 2015 was a leap into the unknown, but it was driven by a passion for animals and a desire to provide unparalleled care for cats. Transitioning from a career in financial services to entrepreneurship wasn't easy, but the journey has been incredibly rewarding. Our commitment to reliability, integrity, excellence, and genuine care has been the cornerstone of our success, allowing us to build a trusted brand with thousands of clients across the UK. My advice to aspiring entrepreneurs is to follow your passion, remain steadfast in your values, and always prioritise the needs of your clients. It's these principles that turn a business into a beloved community service.

We hold a state of the company address every 90 days with all of our team members as part of our quarterly “all-hands” goal setting meeting. Once per year this is a more formal state of the company that is a bit longer but other quarters it is a shorter message highlighting some wins that we have achieved and to also communicate our short and long-term vision. It has been effective so far. Each team member also has a “quarterly conversation” with their direct supervisor. It is an informal 1 on 1 where they get to discuss how they’re feeling about their position and career trajectory. Those are valuable conversations that give us insight into each of our team and how they’re progressing. Ultimately, open communication is key!

Remember you are building a team that is going to lead the business into the future. At some stage, maybe a few years down the road, you will likely step aside, at least a little. This may be as part of an exit, or reduced working, as your business becomes more stable, sustainable and valuable. This flexibility requires having others you can depend on to do exactly the same as you are doing now, and they must learn these behaviours from you in your every action every day in the meantime.