Here's how you can convey your vision to your team as an executive.

"Our vision is to drive innovation and excellence in everything we do, fostering a collaborative environment where every team member's ideas are valued. Together, we aim to exceed our customers' expectations, sustain growth, and make a positive impact on our community. Let's embrace change, support each other, and strive for continuous improvement to achieve our shared goals."

As an executive, it's vital to communicate your vision to your team to align efforts, inspire motivation, and drive success. Here are steps to effectively share your vision: Define your vision clearly: Ensure you have a clear, concise, and well-articulated understanding of your vision before presenting it to your team. Link your vision to the company's mission and values: Demonstrate how your vision is in sync with the company's mission, purpose, and core values. This fosters a shared sense of purpose and encourages buy-in. Employ storytelling: A compelling story can create a stronger connection and be more memorable. Develop a narrative that emotionally engages and vividly illustrates the future you envision.

Clarity: Articulate your vision clearly and concisely. Inspiration: Highlight the purpose and benefits, inspiring and motivating the team. Engagement: Encourage questions and discussions to ensure understanding and buy-in. Consistency: Regularly communicate the vision through various channels to reinforce its importance. Alignment: Connect the vision to individual roles and company goals, showing how everyone contributes. Modeling: Lead by example, demonstrating commitment to the vision. Feedback: Seek and act on feedback to refine and reinforce the vision.

Vision is easy on paper, but difficult to portray in person, across large organizations. Moreover, it is extremely challenging in organizations with different divisions, across the globe, working on different products. Vision has to somehow encompass all different products, different applications, different customers. Once a common vision is clarified it needs feedback loops and regional leaders must drive it home. Some theory discusses metrics, but a vision starts before metrics can even be measured, or even identified.

VISION & MISSION statements are the most high-level & concise picture of the overall most important business objective. These are to be expressed in a single compound sentence. PMBOK, Prince, Agile, etc. go more in depth on these concepts. VISION & MISSION statements become an overall THEME for the project. And the 1 sentence summary keeps it simple - so all participants can home in quickly on the overall project goal at the 30,000-foot level. Usually executives & key project sponsor & stakeholders define this (or approve from suggested work by planning team). One technique for creating VISION & MISSION 1. Define detailed needs & goals 2. Consolidate into major groups 3. Rank within each group 4. Use #1 VIP items to help define

-A problem clearly understood is half solved therefore, one should note down the needs and questions like what? how? and why?. Once these questions are answered, you will communicate to your team well and they will understand your vision and goals in a way you understand them. -If you know what is your goal and put it down on a piece of paper, eventually you will figure out a way to reach there.

Involve team members in the vision-setting process by soliciting their input, ideas, and feedback. Empower employees to contribute to the realization of the vision through their work and initiatives.

The project sponsor, executives, project managers, and stakeholders must have enthusiasm, confidence, and great communication skills. They must convey that this is not "business as usual" but a new state of art improvement & opportunity. EXECs must believe in "+" benefits of the project & carry that theme in all verbal & written communications. They must be advocates for the success of the project in terms of function, budget, timeframe, benefits, etc. They may be considered as "cheerleaders" from a professional standpoint. Team members can become motivated beyond daily norms. They will contribute better if they see MGT is 110% behind project. Doing well on VIP projects is a chance to exhibit skills & advance in your career :)

There is no doubt that a leader must energize his team with enthusiasm. It is extremely important to establish close emotional contact, if not with all team members, then at least with key players. The result in complex or long-term projects directly depends on the emotional state of your team.

Project leadership requires having a "+" influence through a key project. Recognition & Appreciation (aka Grateful Leadership) should be used as deserved for team as a whole & individually. Sometimes when difficult issues emerge, they must work thru these successfully to get things back on track. The key is for PM to be highly professional in all conduct, a good role model, and great leader. A PM who rolls up their sleeves to work closely & diligently with the team can turn things around toward success. Finally in documentation & email it is good to have standards. For example, the project number & "short name" in CHG MGT system should be in subject line of email MSGs. Example: "REQ-xxxx Atlas project meeting minutes 2024/06/05"

Create an environment where team members feel comfortable providing feedback, asking questions, and sharing their thoughts on the vision. This promotes a sense of ownership and collaboration.

Involvement leads to investment. When conveying your vision, involve your team in the process by soliciting their ideas and feedback. This not only enriches the vision with diverse perspectives but also gives your team a sense of ownership. When people feel that they've contributed to the vision, they're more motivated to see it come to fruition.

Adaptability is key. It's unnatural to remain inert. Competitors love when competition is stuck in their way. Look at Nokia and Apple as an example. Both had a clear vision, great products, but one company had strong vision for a product, while one had multiple products that were thought to be invincible and no need to adapt to the new kid on the block.

Leader eats last Your Team is your strength I learnt great lessons from Great Shivaji Maharaj who was a great leader . If you don’t love your Team your competitor will . So be involved emotionally with each and every member of your team Know his name His emotional connects Try to resolve his problems to best of your capacity Be his Freind in need And then Don’t worry he will take care of your problems and targets to achieve . Don’t micromanage them .

To convey your vision to your team as an executive, Be specific and concise about what you want to achieve, Explain the purpose and meaning behind your vision. Connect your vision to your team's daily work and goals. Establish measurable targets and key performance indicators (KPIs). Share progress updates, successes, and challenges. Demonstrate your commitment and passion for the vision. Give them the authority to make decisions and take ownership. Encourage feedback, questions, and open dialogue.

Here's some extra thoughts on each of the points: Articulate Clearly : Stories + address roadblocks = relatable & actionable vision. Emotional Connection :Explain the "why" for purpose and motivation. Consistent Messaging :Visuals (infographics/roadmaps) + align with company values. Involve Your Team :Open communication + empower decision-making for ownership. Lead by Example :Celebrate milestones + transparency/accountability for trust.