Vision: 1. the power of seeing 2. something seen in a dream or trance 3. a mental image 4. the ability to perceive or foresee something, as through mental acuteness 5. something or someone of great beauty
Like many, I have been enjoying this year’s Winter Olympics and listening to the athletes personal stories — what has led them to this pivotal moment. To me, there is a pattern. Each of these athletes had a clarity, a vision, an inner knowing of what they were supposed to be doing with their life. In many cases, their clarity was so strong it had inspired their families to make sacrifices – to move to where they could better train for their sport. Their vision inspired them to spend thousands of hours practicing their discipline. And their inner knowing enabled them to push through the setback, broken bones, pulled muscles, and less than stellar performances. I have been inspired hearing their stories — the obstacles they have overcome and the clarity of their intention to make it to the 2014 Sochi Winter Olympics. But what is most striking is their pure joy and presence, that they are indeed — living their vision.
Similar to these athletes, leaders also use a vision to look forward and create a picture of what could be; looking far beyond the ordinary – beyond what anyone else thinks possible. An effective leader has a vision that is clear, vivid, simple, and represents a unique image of the future. As a coach, I often help clients to create an “Ideal Scene” — a lively, energetic, and vivid description of where they would like to be. We look beyond the bottom line, we explore the look, feel, and overall culture of their team and organization. As the vision becomes clear, the necessary steps to move forward become obvious.
Within a workplace, developing a vision cannot be done in isolation, rather it must be a shared sense of destiny. People must see how their own personal goals and aspirations are aligned with the organization’s future direction. A leader needs more than clarity to move the team forward, they must also have buy-in and commitment from others. And people will not follow if they do not accept the vision as their own. Leaders cannot command commitment, they can only inspire it. To enlist others, leaders must understand the needs, values, and aspirations of others and incorporate these ideas into the vision.
Below are four techniques to inspire a shared vision.
UTILIZE LESSONS LEARNED FROM THE PAST
Before looking at where you want to go, valuable information can be derived by looking at where you have been. By reflecting on both the peaks and valleys of the organization, best practices can be identified. Some leaders find it helpful to conduct a SWOT analysis in which the organization’s Strengths and Weaknesses are evaluated along with potential external Opportunities and Threats. The team is then able to explore methods to capitalize on strengths, close any performance gaps, build upon external opportunities, and minimizing potential threats.
COLLABORATIVELY IDENTIFY THE DESIRED STATE
Using the Ideal Scene methodology the team can engage in a free-flow brainstorm; identifying the desired behaviors, goals, and culture. In my work, I encourage teams to explore client relationships, employee interactions, communication flow, teamwork, product innovation, marketing, and profit growth. My clients become energized as they clarify the look and feel of the organization — making the intangible in fact tangible.
LISTEN TO OTHERS
The most effective leaders take time and make it a priority to engage in futuristic conversations with others. To them, it is important to understand what is in the heart and on the minds of those who are critical to others. In our fast-paced working environments, this must be a priority or it won’t happen. Kouzes and Posner so eloquently state in The Leadership Challenge “leadership is a dialogue, not a monologue.” Leadership is not about imposing personal agenda or persuading others why they should want to head in a certain direction. It’s about creating a shared sense of destiny. Incorporating the values, desires, and aspirations of others. If we want others to engage in our vision, they must feel that their ideas and perspective is included.
SPEAK POSITIVELY
As a leader, you are continually modeling the way — others are noticing your behaviors and attitudes. Of course there will be hardships as the vision is executed, but it is not helpful to dwell on them or use as an excuse for moving forward. It is during these setbacks that team members need support and encouragement — to hear your confidence that they can achieve the vision. As you enthusiastically talk about where the team or organization is headed and celebrate the milestones, your energy becomes contagious.
What are you doing to inspire a shared vision, creating a picture of what could be — beyond what anyone has though possible?
Call to Action:
Reflect on what you would like your team to look and feel like — what is your ideal work environment? How would work and information flow? What would people be focusing on? What new products would you be creating? How would team members support one another? What would engage employees? What would clients be saying? Describe the answers to these questions in vivid language so you and your team can actually see the future.
As you gain clarity on this vision, you and your team will be able to take deliberate steps so that you too will be living your vision.
