How do you create a compelling vision for your team or organization?
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Before you can create a vision, you need to know your why. Your why is the reason behind your vision, the core value or belief that drives you and your team or organization. Your why should answer questions like: What is the problem you are trying to solve? What is the impact you want to make? What is the difference you want to see in the world? Your why should be authentic, meaningful, and relevant to your team or organization. It should also be consistent with your servant leadership principles, such as empathy, stewardship, and service.
A compelling vision is not something you impose on your team or organization, but something you co-create with them. As a servant leader, you should involve your team or organization in the vision creation process, and seek their input, feedback, and buy-in. Listen to their needs, aspirations, and concerns, and incorporate them into your vision. You should also empower them to contribute to the vision, and recognize their strengths and talents. By involving your team or organization, you will create a vision that reflects their collective voice and values, and fosters a sense of ownership and commitment.
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I agree collaboration is vital. Some leaders are executors, influencers, strategic, and relationship builders. Thus, everyone’s opinion and experience are valuable and essential to hear and understand. Many times I like to begin with the end in mind. Values entail intentions that can be measured and tracked. Values give wheels to the purpose. Vision is how and what do we need to do to get past the end line.
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If the Vision is being developed for an existing organization, I completely agree that development of the Vision needs to be a collaborative effort. For start-ups however, a dynamic founder may have a Vision already in mind, and perhaps one that compelled them to take the leap into starting the organization in the first place. In this case, and when new employees are hired into an organization that already has a published Vision, the Vision should not be "imposed" on the new-comers either, it should be communicated clearly from the time recruitment starts. A new candidate should be well aware of the organization's Vision and choose to join the organization if it is aligned to their own values and objectives.
A compelling vision is not a long and complex document, but a simple and succinct statement. A clear and concise vision is easy to understand, remember, and communicate and avoids jargon, ambiguity, and vagueness. It focuses on the key message and outcome. A clear and concise vision also helps you measure your progress and success, and adjust your strategies and actions accordingly. Use simple and positive language, and limit your vision to one or two sentences.
A compelling vision is not a dry and boring statement, but a vivid and exciting picture of the future you want to create. An inspiring and motivating vision appeals to the emotions and aspirations of your team or organization, and challenges them to stretch beyond their comfort zone. It creates a sense of urgency and purpose, and energizes them to take action.
To make your vision inspiring and motivating, use vivid and descriptive words, and paint a contrast between the current and the desired state. You should also express your passion and enthusiasm, and show how your vision aligns with your team or organization's values and goals.
A compelling vision is not a one-time statement, but a living and evolving guide that shapes your team or organization's culture and performance. As a servant leader, you should communicate and reinforce your vision regularly and consistently, and use different channels and methods to reach your audience.
Model your vision through your actions and behaviors, and demonstrate how you are living up to your vision. You should also celebrate your team or organization's achievements and milestones, and acknowledge their efforts and contributions. By communicating and reinforcing your vision, you will create a shared understanding and commitment, and foster a culture of servant leadership.
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Connect the dots - Make every job count: It is not unusual for team members to build a routine in their work patterns. Day after day, the routine may become "automated" and team members may grow distant or distracted from the "purpose" or "reason" of why they do the work that they do. It is important for every team member to know that the work that is being done does contribute towards the Vision and that their contribution does impact the outcome. I challenge team members to find a task, any task, that they feel is insignificant to the Mission/Vision so we can study and discuss. If the task cannot be connected to the Mission/Vision, it is a task that can either be modified to have an impact or eliminated if it has no impact at all.
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