After laboring with your leadership team to set a compelling vision for 2013, the chances are, your staff won’t even remember it only 30 days into the new year.
Don’t believe me? Take this simple test:
Ask 3 staff members what the vision is for 2013.
Be prepared for the results you will likely find.
For those that found that all three remembered the vision with clarity, you are part of a rare few. This would suggest that you already know the success was not due to a catchy, compelling headline, nor was it because you were so engaging in your delivery of the vision. Both may have been true, but were not the reason.
Most, on the other hand, fell into the broader category of the ‘forgotten vision.’ Following are a few steps to take before it’s too late and your staff forgets you even spoke about the vision. Before doing so, let’s make sure the reasons are clear for why this is often forgotten so soon after being delivered.
The Forgotten Vision
Last October, I was invited to conduct a Vision & Strategic Planning workshop at a conference in Chicago for leaders from all over the country. The preliminary surveys of the audience members showed that most had led and/or participated in vision setting exercises with an even larger number showing the vision had no measurable impact on their year-end results. Here are a few of the most common reasons cited for the vision failing to make an impact:
From leader’s perspective:
- Nobody remembered the vision
- They didn’t buy into the vision
From staff’s perspective:
- The vision failed to connect with staff
- The vision is an exercise leaders do
Do any of those reasons look or sound familiar to you? What is interesting is that both, in the workshop and in working with other leaders in this area, is that most believe they need help with vision casting, believing that they just needed a better story or a better way to tell the story. While I do give some guidance and attention to that part in my workshops, my primary emphasis is on vision execution.
Two Steps to a Vision Remembered
When you reflect upon the vision setting exercises you have been engaged with, you are likely to remember the sense of relief you had when you finally completed the vision. Most see this process as putting in the hard work up front whereas all that is left is to deliver the vision to the team and expect the results. I have significantly oversimplified how most actually go about this, but the truth of the matter is that people too often place inappropriate emphasis on the front end of vision casting and little to no work in executing the vision.
The truth is that the vision casting is the easiest part of the process. The harder part is in distilling the vision down into executable actions that connect directly to each team member’s behaviors. The second part is in having specific, measurable evidence of where the vision is being carried out for each staff member to call and reinforce further behaviors. Here is a closer look at these two steps.
Step 1: Connect vision to behaviors. As a leader, credibility is one of the most important attributes you have, and should not be taken lightly. When it comes to making your vision a reality, failure to work through your leadership team to connect specific behaviors to the vision not only sets the vision on a course to fail, but erodes your credibility altogether. Therefore, make the time and make the connections. I recommend each leader meets with their direct reports one-on-one to maximize impact. The task itself is not difficult, but rather the difficulty is in committing to the time investment necessary to make this step effective. Don’t bail out on this one. The stakes are too high.
Step 2: Reinforce contributing behaviors. While Step 1 is a great start towards your aligning your staff to the overall vision, assuming it meets standard vision protocol and resonates with staff members, that alone will not be enough. To keep the team on track and to change behaviors leading to a successful progression towards the vision, they will need consistent feedback and reinforcement of how their actions are contributing. Therefore, after having invested the time to connect the vision to individual behaviors, the second critical step is to reinforce behaviors daily, weekly and monthly as you see evidence of the behaviors that lead to success.
As the leader, you know the pressures you experience to get things done with fewer resources. Your staff feels these same pressures, just in differing degrees. Therefore, if you feel that you don’t have time to take these steps to carry out the vision, how likely is it that your staff will naturally commit to carrying out the vision along with their other responsibilities? They won’t! Without you taking these aforementioned steps, they will simply see the vision as an interruption to getting their regular work done. Their everyday responsibilities [as they define them] will win out every time. That is, unless you define and connect the two, then consistently reinforce those behaviors. Is your vision worth the investment?