Tuesday, 28 January 2014

Setting A Clear Vision for Your Organisation



Posted by Coach Daniel

The Central Idea: “Vision is the key that unlocks performance”
Defining Vision:  “Mental picture of a desired future”

The Analogy: 
Vision can be likened to a commercial bus on a journey. Here, the bus driver can be seen as the CEO of the company while the Bus Conductor, the ticketer and the Bus Security can be seen as the Staff of the company and the bus passengers are the customers of the company.

Loss of bus passengers (company customers) can be linked to the following:
driver not having a clear destination: This is likened to a CEO or business owner not having a clear vision for his organisation which will result to loss of potentially good businesses.
The destination is clear but the bus is in poor condition and might not reach its desired destination: This is likened to a CEO having a clear vision but lacking the right resources (Man, Material, Machinery, Money and Motivation) to achieve the set vision.

The destination is clear and the bus is good but driver didn’t communicate his destination well with his team (ticketer, bus conductor & bus security): This can be likened to failure resulting from ineffective communication of the corporate vision to all members of staff, this may result in duplication of efforts, unclear team goals, frustration of management and line staff, wastage of resources, and loss of enthusiasm by staff members.
Therefore it is essential that every organisation should:

  • Have a clear vision
  • Be ready to commit resources to help actualise the vision and
  • Effectively sell and communicate that vision to all members of staff.


QUALITIES OF A GREAT VISION
It’s found in the acronym P.E.A.C.E. © which translates to:

Purpose: A great vision gives a sense of purpose to organisational activity, without which organisational activities are baseless and won’t achieve much tangible, productive and measurable result.

Enthusiasm: A great vision should be persuasive and inspirational. Expressed in present continuous tenses for example “We are a brand leader in…” (NOT “To be a brand leader in...”). A vision should be able to give your team a glimpse not only of the future of the business, but also into their future in the business, what needs to be done to get there and the part they need to play in order to achieve it. A great vision should stimulate the desire for individuals to achieve more and become better.

Articulate: A great vision should be written in concise, simple and easy to understand language. Vision statements that are short and simple to understand are always better.  

Credibility: It should also be realistic (that is, it should ‘challenge’ NOT ‘beat’ the imagination), There is a thin line between ‘Vision’ and ‘Wishful thinking’. It is my belief that a vision should be set incrementally over time (i.e. Vision should be the loftiest heights that can be attained with the current resources available, and when it is achieved, It should be reset higher and more resources deployed to achieve it, based on the assumption that ‘success is never final’).

Excellence: A great vision should set standards for excellence. It is a good tool to promote, uphold, and entrench the noble Ideals valued by the founders of the organisation, such as service quality, customer centrism, and social responsibility.

IN CONCLUSION

In order for vision to work for you, it needs to be clear, well communicated and you need to be passionate about achieving it. ‘Great things are achieved by ordinary people with Great Vision’

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