Another “Vision Workshop'' is also being held.
A vision defines the long-term impact an organization wants to make on the world. This is important because a key attribute of a high-performance culture is a high level of team buy-in to the vision. To develop and maintain motivation, people need to feel connected to a sense of a future that is appealing to them.
Organizations are accustomed to investing time and money into defining their “vision.” Vacations, workshops, executive retreats, consulting projects: all of these (and more) are often deployed to articulate and agree on what feels like a very elusive word. there is.
Unfortunately, despite significant investments, many organizations fail to define their vision in a way that feels authentic, relevant, and unique. WeWork's stated goal of “raising global consciousness” is a cruel example of this problem in action. With no clear connection to the company's business model or service offerings, the statement simply made the company's leadership appear out of touch with reality. This reinforced some of the serious concerns investors had already raised about WeWork's governance, business model and debt levels, making it a highly self-defeating move.
As a leader, how do you create a vision that's compelling to your employees, relevant to your market, and different from your competitors? Here are five helpful starting points.
Leading with values. This type of vision involves appealing to deeper consumer or societal needs that exist beyond the organization itself. When expressed poorly, such a vision can be selfish, cynical, and arbitrary. Conversely, a values-driven vision speaks directly to the beliefs that led to the founding of the business and can drive long-term organizational development in a way that is consistent with the founders' beliefs. At its best, a values-based vision can change an entire industry for the better.
excellent example: Ford is “democratizing the car,” Airbnb is “making people feel like they belong anywhere.”
The vision must be reliable, relevant and distinctive.
get number. It is possible to root your vision in concrete, quantitative results. Such visions tend to please financially-minded shareholders because they are specific, clear, and simple. Their main challenge is that they easily default to nothing more than financial goals. This is uninspiring for team members and provides no sense of competitive advantage to the broader market. After all, no one got out of bed to “create shareholder value.” If a quantitative vision turns out to be persuasive, it tends to be because the stated numerical outcome conveys something valuable about the social or cultural context in which it is achieved. there is.
excellent example: Microsoft will “put a computer on every desk and in every home” and Jay-Z will “become the first rap billionaire.”
Define your social role and influenceOrganizations often have an innate desire to add greater value to human endeavors. This gives rise to a vision that defines the positive impact the organization will have on society. In some cases (like the WeWork example above), such statements may seem lofty or narcissistic. But when executed well, they can truly differentiate, motivate team members, and be the foundation for building a meaningful reputation as a company. This kind of vision is telling: it’s what highly regarded brands have in common.
excellent exampleGoogle: “Organize the world's information and make it accessible and useful for everyone''; Volvo: “By 2020, no one will die in a Volvo.''
attack a common enemy. Creating a rallying cry to defeat social or reputational enemies can help define your vision. While this can sometimes feel like the realm of the nonprofit sector, it can lend a motivating David and Goliath quality to an organization's efforts. It is also very attractive to socially conscious and conscientious consumers.
excellent example: Sony's goal is to become the most known company for changing the global image of Japanese products as low quality, and Oxfam's goal is to create a just world without poverty.
flip the category. Finally, you have the option to challenge conventional wisdom about how categories work. Such visions tend not to clearly articulate what the business will do after the category in question is transformed or disrupted, but they do provide short- to medium-term momentum ( or a “lasting revolution”). brand. A category-changing vision statement not only attracts talent but also provides a platform for PR and communication.
excellent example: Spotify is about “giving people access to all the music they want, anytime,” and Uber is about “evolving the way the world moves.”
A clearly articulated vision provides a strong foundation for both growth and change. It's no wonder, then, that defining a vision is one of the most difficult tasks for leaders.
Let's start by gathering friends. He divides them into five groups (one for each of the headings listed above) and asks them to write down as many visions of each type as possible. Then have them buy, store, and build on each other's work. You might be surprised where you land.
