Driving Organization Vision – Keep Visors & Shades on!!

• Organization, department and even team Visions are hugely instrumental in providing guidance and momentum, even passion and excitement to operating teams!
• A Vision can range from a GRAND organization wide shift to a FOCUSED department initiative for revenue growth, expense optimization or new business development. The principle of unfolding the Vision will be the same - the scale will vary
• If many chefs in a kitchen or many surgeons in a surgery concern you – then you get a good feel of what too many Visionaries or Visions can be for a smaller team or even for an organization
• Ability to conceive and build a Vision is a specific capability, not a general skill and does not even need to be one! Translating the Vision into specific short term measurable goals and actions, then laying out the implementation path is another competency. Thereafter, leading and participating in the implementation of the Vision & delivering predictable results is the third mutually exclusive competency
• I have realistically seen these skills demonstrated by three very different profiles of people. However, I have seen exceptional circumstances within small groups where the same individual demonstrates two or all of these three competencies
• I am laying this out upfront because for the successful implementation of a Vision all these 3 roles need to be understood, differentiated and used. Related ownerships and accountabilities need to be set for each of the roles – do this and see the Vision unfold into real world results!
• The Vision is conceived by the proverbial "Visionary" (lets call this individual or group A), normally the head of the operating group - this is a very 'macro view' that lays out the broad based direction the leader(s) wishes the group to take based on individual or collective judgment. The 'Vision' at this stage is usually skeletal, possibly over simplified and can be usually understood by a selective few who are either closely associated with the working and thinking process of the leader(s) or involved with the core functions of the group (lets call them Team B).
• It is very risky to spill this 'unbaked' Vision outside of Team B. The unbaked Vision can very likely send wrong signals to the rest of the fraternity, de-focus people from their immediate job functions or simply confuse them regarding the relationship of the new Vision to their current way of doing things. So do ensure that the broader team has their visors and shades on at this time
• Having people with competencies around "translating the Vision into specific short term measurable objectives and laying out the implementation path" come in handy at this time. This is usually contributed by Team B. Team B articulates the "Why?" behind the Vision and provides meat to the initial skeletal structure. They also lay down short term goals and metrics that will be implemented by usually more than one functional group. While doing this, Team B should explain the rational of each goal and metrics in a manner that the downstream teams will understand. They also prepare plans and methodologies on how these function specific goals and metrics will be sold to the downstream functional leaders first who will then communicate this to their teams (Team C).
• This stage requires over-communication between A and B as well as B and C-Team Leaders as the Vision starts to settle in. New Visions also introduce ‘change’ that Team C members normally resist – the intensity for resistance grows as you go down the hierarchy. Complement this by reinforced top down communication, document & broadcast best practices demonstrated by the early adopters while highlighting & rewarding the early wins or proof points. In parallel also take in feedback from rank and file, especially on ‘what is NOT working’. These often prove more valuable than they apparently seem and ensure that the vision gets further fine-tuned to deal with the real world!
• The ‘Rolling out the Vision’ to Team C Plan also includes relating the new activities that emerge out of the implementation of the Vision to the current roles, responsibilities and compensation of those involved. If changes are needed, this is the time to do so rather than leave it till later
• Very often the Vision does not have a bearing on Team C's immediate objectives - this can be a potential melting point that needs diplomacy, communication skills, tact and most importantly courage from Team B and Team C leaders to help align. Exceptions regarding compensation (where absolutely needed) should be considered for specific pivotal roles who are critical for the success of the implementation especially within Team C
• Once Team C has bought into the Vision, implementation commences. Team B and Team C leaders need to be very vigilant during this phase and ensure that the goal completion and related metrics are on track – constant feedback to leadership and the participants is recommended. More importantly, they should continually do the checks and balances to ensure that A's Vision or Team B's implementation path are realistic and achievable based on feedback from the trenches. I recommend periodic, structured communication between teams A, B, C to accomplish this
• Often adjustments and modifications early in the implementation process based on internal, adjustment or even competitive circumstances results in a more impactful realization of the Vision. Conversely, I have seen many an implementation turn lackluster because the teams did not consider changing external circumstances while implementing the Vision that was originally conceived in a different time and place
• Assuming the implementation is going fine, constant periodic feedback to the team is still recommended till the goals that the Vision aspired start showing (the Vision might be more of a continuum). At this time the leader ought to announce the accomplishment of the immediate goal to everyone involved, lay out the learning and formally conclude the (shorter term) exercise. Do not forget to celebrate success thereafter and reward or recognize the high achievers
• For longer term organizational level Visions – short to mid term goal-setting, performance measurement, feedback, adjustment of the Vision, communication of progress and reinforcement of the Vision to all involved are crucial ingredients that keep the Vision alive and fired up!
• Try this out in your own roles but make sure that the people are wearing the right visors and shades based on their roles as the Vision unfolds…..
• I got some feedback regarding opportunities for Team C to contribute to corporate vision. My answer ... ABSOLUTELY! I see many organizations reaching out and rewarding people at every level for creating and contributing to innovation and new initiatives within the organization. I support and applaud such practices.