Leaders are tasked with the responsibility of developing the strategic vision for our organizations. This means that we first define the path forward, then develop strategies to reach our goals. Finally, we must continually nurture and adjust the vision as our organizations turn imagination into reality. This is not a one-time or a part-time undertaking; it is what we do every single day.
We develop vision statements for our organizations that convey the ideas behind the action we hope to achieve, while simultaneously inspiring the action that facilitates that vision in our teams. We enable others to imagine our organization in a transformed future state so that they have a map that will get them to the desired destination. Not everyone is capable of seeing and understanding the vision.
As leaders, it is critical that we recognize this and are able to break things down into manageable components. Individuals in an organization contribute to the success of the vision in some way and it is important that they all have clarity about their roles. The ability to inspire even the least visionary team members is what separates leaders from managers. A good place to start is with your personal vision. A superior vision statement is clear and concise, sincere, aspirational and passionate. By first defining your vision for leadership it is easier to extend your vision to an entire organization.
Returning To Your Purpose
Another key aspect of keeping your vision on track is big picture thinking. On the path to achievement, it’s important to celebrate the victories, knowing that each step is part of the larger process. The completion of each component is a small victory and yet also, just one component of the entire strategy. To keep a project on track, each success should be acknowledged briefly before a return to the main purpose again becomes the focus.
If the overall vision isn’t explicit, there can be confusion between the tasks required to maintain normal business operations and those required to advance the vision. A strong leader can articulate the value of the sustaining activities while also helping the team to focus on the long-term goals. Some business operations are a means to an end. Make sure these don’t outshine the goals of the vision strategy. Keep the vision primary. Everything is a building block. In some cases, the status quo is part of the overall growth strategy.
Of course, we all know that the final destination can be a moving target. Vision is dynamic. As soon as you reach a goal, you must turn your focus to the next. How do you turn the focus of an entire organization the next goal and the next, inspiring action and allegiance?
If I could convey one thing to aspiring leaders, it would be to remain steadfast about your vision -- don’t change your vision because of challenges or obstacles. Pursue it relentlessly. The path will change, but the goal should remain clear. On May 6, 1954, English middle-distance athlete Roger Bannister achieved the first four-minute mile. Until that day, no one thought it was possible. Now, somewhere between 10-20 men do it each year. His action made the impossible achievable. As a leader, you will need to do that again and again.
I learned the value of a strong vision in leadership years ago. A former employer, back when I worked as an accountant, had a vision. At first, I thought it was silly. But he was compelled by his vision and pursued it with relentless focus. He was also able to convey the details to the team in a meaningful way. In the end, he stayed true to his vision through thick and thin, he kept his team on track, and his business is now worth millions.
The following guidelines will help you to keep reaching for the next goal while also assuring that your team is on the same page as leadership.
1. A worthwhile vision will require everyone to stretch a little.
Growth is good for people. Everyone in at a company will benefit from being forced to move a bit outside of their comfort zone. Some goals will only require certain teams, but eventually, every team within your organization should have the opportunity to transform itself as your company grows.
2. Goals should be achieved for the common good.
Vision will have granular components, but each one should make the whole company better. Every action taken within the organization should move you toward your destination.
3. Reward the team along the way.
Recently, my organization achieved NCQA accreditation and we celebrated together, recognizing those who pushed up to our goal. Progress should be noted and rewarded.
4. No resting on your laurels.
Always have the big picture in mind while also staying focused on the next goal. Spend too much time basking in the glory of any single achievement and your whole organization may fall behind.
Establishing a shared vision, what I often call "selling the dream," is vital in today’s rapidly changing business landscape. It is all about the future and should include movement, innovation and striving. Vision expresses the desire to be and do more and it inspires the team to grow in ways they may never have imagined. If you can get buy-in from every member of your team, you will achieve success.
