organization vision

The Rollercoaster Ride to Organizational Visioning

Visioning, much like leadership, is a natural skill for some people. A very rare skill though. Rare as in the solar eclipse type of rare — the moon does block the sun, but it does not happen very often. For the majority of people, however, a lot of work needs to be done to build up and reinforce their visioning abilities. Visionary leaders are not born this way, neither they have any stand-out charisma by default.

Making visioning habitual is a result of hard work and dedication

Below, you will find a list of pathways and pitfalls you may encounter on your way to organizational visioning.

  • You can follow these steps to develop a team vision:
    1. Get your team to listen to a presenter, read an inspiring speech, or watch a video. Have them define goals and vision, and differentiate between the two.
    2. Have a coordinator take every person on the team through a visioning process. The exercise should be focused on imagining an ideal organization or a team in 5-10 years.
    3. Now every group member gets the stage to describe their vision. Ensure the groups are not larger than 8, otherwise, break them down into smaller ones. Other members should refrain from starting a discussion regardless of whether they agree or not.
    4. When the last person finishes, the group sits down for a discussion, outlines similarities and differences, summarizes.
    5. Upon defining the vision, the group goes on to create a plan of refinement. Alternatively, the can choose to communicate the vision and involve the rest to the visioning exercise.
  • Describe your desired future as vividly as possible. To help your mind paint the picture in more detail, try imagining how the future you are being interviewed by an influential business magazine discussing your team and success. Preferably, speak in present tense as if everything is happening here and now. Talk about the results you’ve achieved, approaches and pathways used, etc.

An alternative approach would be to play out the scenario where you have used a time machine to travel 5 years ahead in time, “Back to the Future” type of vibe. You’ve had a peek at the future of your organization, its success, team, office, achievements, clients, influence, etc. Your task is to describe what you’ve seen in as much detail as possible. Talk about everything: future partners, shareholders, loyal clients, passionate employees, suppliers, etc.

  • Delegating is a good skill to have for a manager, but it needs to be used For instance, you cannot delegate “visioning” to a committee or anyone else for that matter. That is not going to work. Visioning is your job. As a manager, providing focus, developing organizational culture, paying attention to the context of things — all of this is what your job is really about.
  • If you are no good at writing, then pay extra attention to the vision statement. You want to ensure your beliefs, emotions, feelings, and intentions are carried over to the statement before you use it as a centerpiece in You may want to involve a skilled writer to express your vision and brainstorm on how to reflect it on paper.

Once properly prepared, it’s best to have the leader deliver the vision in person. Energizing leadership is only empowered by the strong presence of personal communication. Being straightforward and logical about the vision is good and all, however, sprinkling it with stories, examples, metaphors will help fire up emotion and drive listeners to make it happen.

  • Vision is something to be shared. Ideally, you want the entire organization to in on the direction you’re heading. In the perfect world, it begins with senior management defining the vision and passing it on to team leads, supervisors, and other managers. While on the way, the vision can undergo revisions and refinement based on feedback. Eventually, every employee becomes a spiritual “”

The reason why it is best to start with the senior management is rather simple — they can begin setting the direction. With the right direction in place, everyone else starts gradually getting on board to further define threats, opportunities, and goals.

Get separate teams/departments involved. Define the main organizational focus and have them develop their own team vision that fits in within the organizational one. With that in place, let them move on to figuring out pathways and pitfalls of the vision, how to take advantage of current strong suits, and avoid threats.

  • Always strive to become the best, fastest, strongest at something. Incentivize industry-leading innovation, push out-of-the-box thinking, break the mold, encourage will-to-win mentality.

There is a difference between a vision and a dream. No matter how amazing your vision is, without the hard work, performance, willing to make your vision a reality it is going to stay just a dream.