Leadership Is Doing the Right Things; Management Is Doing Things Right
As a leader you can’t impose motivation, but you can create an environment where people want to maximize their successes. One way of doing this is framing the future for them though a vision statement. However, without a leader communicating the message in a relevant and meaningful way, a vision statement is worth less than the paper it’s written on.
When communicating your vision, start by describing the present situation. This is where you are now.
Acknowledge efforts, actions and contributions by individuals and teams.
Be prepared when describing the current situation to pre-empt negative reactions from the team. For example, if you know there is anger over a new travel policy, acknowledge it. In order to take the audience on a journey – you need to prove that you are well aware of where the business is today, both the good and the bad.
Next, describe a desirable future position. This is where you want the company or group to be, or what you want to achieve. Make sure you include a time frame – 6 months, 2 years, 10 years or beyond.
Also, include both rational and emotional elements to describe the future. The rational could be the size of the organisation, sales targets, or the numbers of countries in which you operate. The emotional elements inspire people’s feelings, pride, and sense of accomplishment. They also can appeal to teamwork, values, or other altruistic intentions. A good vision message will touch both the hearts and minds of your audience. The last part of your message should detail the method of achieving the vision. This is the ‘how we are going to get there’ part. Talk about the broad strategies that will move the business from the existing position to the aspiration.
Some audiences need more detail - particularly those key teams or individuals who will be accountable for the execution of strategies. Explain the core actions, critical success factors, achievement points and dates.
This is where you need
When communicating your vision, start by describing the present situation. This is where you are now.
Acknowledge efforts, actions and contributions by individuals and teams.
Be prepared when describing the current situation to pre-empt negative reactions from the team. For example, if you know there is anger over a new travel policy, acknowledge it. In order to take the audience on a journey – you need to prove that you are well aware of where the business is today, both the good and the bad.
Next, describe a desirable future position. This is where you want the company or group to be, or what you want to achieve. Make sure you include a time frame – 6 months, 2 years, 10 years or beyond.
Also, include both rational and emotional elements to describe the future. The rational could be the size of the organisation, sales targets, or the numbers of countries in which you operate. The emotional elements inspire people’s feelings, pride, and sense of accomplishment. They also can appeal to teamwork, values, or other altruistic intentions. A good vision message will touch both the hearts and minds of your audience. The last part of your message should detail the method of achieving the vision. This is the ‘how we are going to get there’ part. Talk about the broad strategies that will move the business from the existing position to the aspiration.
Some audiences need more detail - particularly those key teams or individuals who will be accountable for the execution of strategies. Explain the core actions, critical success factors, achievement points and dates.
This is where you need