Apr
13
Vision is something everyone needs and must have in order to achieve their goals. This is a “no-brainer”. So it is interesting that many businesses, who say they understand this, still do not have a clear vision.
So it got me thinking about how the company I work for is progressing and, while we have many people all supporting “progress” we do not know what that progress should look like.
I like to think in pictures and analogies so I try to come up with something that makes sense to me and, perhaps, that I can communicate to others.
So I came up with this. It’s based on a project I am about to embark on with 2 other execs to bring about the change and progress we need in order to succeed.
As an HR Manager, I have taken this from a “people” perspective but you can easily use the model from Finance, Operations, Customer Service.
It starts with the Definition & Structure (well, it doesn’t really but I’ll get to that) and that is where I come in as manager of people policies and procedures.
My role is to research, develop and implement high impact people initiatives. I do this by looking at what other industries do successfully, copy and adjust, poll staff and seek their feedback and their input to the way the processes and policies can be implemented.
Taking a leaf from Jim Collin’s book, Good to Great
I have a Senior Exec as a high level sponsor who is passionate about this stuff. But he is unsure how to go about it. He is asking me to help him here. Excellent!
His role is to sell the ideas, help people see the real benefits of what we are doing. So, keeping in with the train track analogy, he is the tickets salesperson. He’s saying: “This is what we’re doing, come on board and the process will benefit you.”
He is the PR person of what we are trying to achieve. He is very charismatic and can easily win people or at least get them to listen (the first step in winning people.).
Okay, so we have the foundation, the principles, policies and procedures. We’ve now got someone to sell the ideas. There is another, more operational, yet essential role.
You think I’ve forgotten about Vision don’t you? 
Now that we have people on board, using the system and policies and generally being communicated with on a positive, focused manner, we need someone to align everyone. Enthusiasm is one thing, leveraging it is something completely different.
“Leverage well and you won’t believe what you see, don’t leverage it and you won’t see anything!”
So this final person has a critical role in getting everyone signing from the same hymn sheet according to where the company is going. (ahh, the light dawns. 
) Imagine for a moment a training slowly sliding by with everyone signing - a different song! Ouch!
One sings “Que sera sera” - I’ll take what ever comes when work for this company.
Another belows “I did it myyyyy waaayyyyyy.” And you can see the problem we’re having.
And so to the vision and goal. Review the attachment.
What is the goal? What are we aiming for? How will we know we are getting close to the destination? Chants of “Are we there yet?” become deafening without the vision.
So, when I started of and said “It starts with the Definition & Structure (well, it doesn’t really but I’ll get to that) - well, we’re there.
Nothing starts if there is no goal, no vision. Work is done, people exert energy and business is conducted, but not very well, with a lot of frustration and many people will even jump from the moving train.
So, what’s your vison, your goal. If you have one you need those three roles: definition of structure to help smooth the way, a person or group who are selling the vision and bringing people on board and then, once they are on baird there is definitely a role for someone to say “Here, sing this song and here’s how you sing it.”
But nothing … nothing will happen without that vision or goal!
“Leverage well and you won’t believe what you see, don’t leverage it and you won’t see anything!”
