Develop a Shared Vision – Once Again.

One of the greatest challenges we face when implementing our strategic plans relates to the notion of a Shared Vision.  A common term used by consultants and facilitators when the issue of consensus arises during a planning session.  Similar to a consensus, it’s often easy for everyone in the workshop to raise their hand in agreement to keep things moving along.  However, somewhat dissimilar to a consensus, you can’t be almost in agreement or leave the room with the slightest hint of ambiguity.

In earlier posts, I mentioned that developing a shared vision is a process, not a mandate.  I’d like to clarify that statement just a bit.  Yes, arriving at your shared vision is a process.  However, the idea have having a shared vision should be a mandate.  Just make sure you get there as a team, and not via dictatorship.

You should know me well enough by now that I try to avoid buzzwords whenever possible.  For quite sometime, shared vision was a buzzword.  Call it anything you wish, but just make sure your organization arrives to the point in which everyone understands where we are headed, why we are going there, our methods, metrics, processes, and timing.

You can download our infographic on a Shared Vision, or simply follow these 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.

About Ron Woodbury

Owner and Founder of Ron Woodbury Consulting.