A shared vision refers to the notion that everyone supports and follows the strategic direction established by the company’s leadership team. Well, if that’s the definition, how do we get there? Developing a shared vision is a process, not a mandate. Here are the ABC’s of our recommended approach to ensure your vision is shared, and will move your company toward its desired future.
A: Authoring. Two components of a well-authored vision include time and people. How much time did you spend authoring your vision? Between a round of golf and the spa, or over a period of weeks or months? Who was involved? When you spend extra time building and refining your vision, you also have the opportunity to obtain feedback from staff, thus establishing buy-in and consensus beyond the boardroom.
B: Budget and Metrics. Every successful business has a set of budgetary and process targets. Does your strategic plan incorporate these same measures of success?
C: Core Competencies. Your business is successful because of two or three things that you have mastered. Are these Core Competencies synchronized with your strategic plan?
D: Daily Operation. Nothing reflects the commitment to your vision more than your operation. How do your systems, processes, resources, and technologies align with your vision? Are you changing your business, or attempting to build a new future with old tools in your operation?
E: Education and Communication. How will new and existing members of your staff, leadership team, and Board of Directors learn about the elements of your plan? How often is the vision discussed? Does the leadership team back words with action, and lead by example?
The term “shared vision” is not just another buzzword. It is a measure of how well your vision is integrated into your operation, strategies, processes, and of course with your people.