Dare to Dream! And Inspire Your teams

What are we talking about?

The vision of a company is defined as the founding wish/dream of the business, the ultimate "Driver" for the management team. When we assist in the development of a vision or a shared vision within a company or organization, we begin by discussing the following questions with the Manager: - What is your dream? - What do your teams think about it? However, is it truly possible to dream or continue dreaming in a world where performance, figures, and market share are paramount? How can we speak of dreams when the market is so turbulent? These are the answers from Managers to whom we asked questions about the existential dream of the business, the founding and regenerating dream of the company. Especially Managers in middle management, who are navigating their professional journey and facing pressure from all contexts—global, meso, and micro environments—particularly from 'International & Local' economies, their organization, their teams, and their families.

How Managers Can Succeed in Visioning

After several years of company existence, how can a Manager succeed: - In making their employees dream? - In giving them meaning in their daily responsibilities? - In getting them to commit to the company’s complex and structuring projects? We will answer these questions using an effective approach that has been tested and approved for many years and continues to evolve through real and realistic trials on the ground. This approach is known as 'visioning' or the art of sharing a vision.

Visioning and Leadership

Visioning is not just a tool; it is a dynamic process central to leadership. The concept of visioning was brought into focus by Michel Doyle in 1994, particularly through his work on How to Make Meetings Work, co-authored with David Straus. Doyle emphasized that visioning is about creating a compelling image of the future that can unify teams and align their efforts toward a common goal.

Doyle’s work laid the foundation for later models of visioning by focusing on collaboration, communication, and shared decision-making processes. He highlighted the importance of getting everyone on board with the same vision, a crucial factor in the success of any organization. His method for structuring meetings to facilitate visioning and decision-making became a widely used tool in organizational development.

Michel Doyle’s Contribution to Visioning

Michel Doyle’s work on facilitating visioning sessions, as detailed in How to Make Meetings Work (1982), was groundbreaking in that it brought a structured, participatory approach to organizational visioning. Doyle argued that leaders need to engage their teams in a dialogue about the future, co-creating a shared vision that inspires action. His approach emphasized: - Engagement: Encouraging all voices to participate in the visioning process. - Clarity: Developing a clear, actionable vision that can guide day-to-day operations. - Commitment: Building commitment through shared ownership of the vision. This early work was pivotal in shifting leadership practices toward more inclusive and collaborative models of vision sharing, influencing the development of modern frameworks like The Leadership Challenge by Kouzes & Posner (2007) and Peter Senge’s The Fifth Discipline (1990).

Recent Research and Books on Visionary Leadership

In recent years, there has been a significant shift in leadership practices towards vision-sharing and co-creation, as discussed by Amy C. Edmondson in The Fearless Organization (2019). Edmondson emphasizes the importance of psychological safety in fostering an environment where vision can be shared freely and employees can innovate without fear of failure. This aligns with the notion of creating a shared vision that encourages collaboration and risk-taking.

US Example: Tesla's Vision

In the US, Tesla stands as a prime example of a company whose bold vision has reshaped an entire industry. Elon Musk’s vision to "accelerate the world’s transition to sustainable energy" has become a central driver not only for Tesla employees but also for its global customer base. This ambitious vision has enabled the company to innovate at an unprecedented pace, leading to breakthroughs in electric vehicles and renewable energy. Tesla’s clear vision allows employees to rally behind a larger purpose, while the company continuously adapts its strategy to stay aligned with the mission.

Middle East Example: UAE’s Vision 2021

In the Middle East, the UAE's Vision 2021 demonstrates how a strong national vision can transform a country. The government set out to make the UAE one of the best countries in the world by the 50th anniversary of its founding, with a focus on sustainability, innovation, and human development. This vision has not only provided direction for government policies but also galvanized the private sector and citizens to align their efforts with the national goals. Large corporations like Emirates Airlines and Emaar Properties have thrived by aligning their strategies with this national vision, fostering a sense of collective purpose across the country.

Insights from Recent McKinsey Research

Recent studies by McKinsey & Company provide fresh perspectives on how organizations can leverage visioning to adapt in today’s fast-changing markets. According to McKinsey’s Organizational Health Index (2022), companies with clear, compelling visions that are widely shared across the organization are 1.9 times more likely to achieve above-average profitability. The research shows that employees in such organizations report higher engagement and a stronger sense of alignment with their company’s purpose.

Jihane Labib, Top Team Leadership Voice By Linkedin- MCC & ACTC by ICF