What's your strategy for creating a vision that resonates with everyone?

This is the key difference between the mission and vision. The mission is what a company or organization does and their purpose for existence, while the vision is how to get where you want to go. The inability to articulate the vision can lead to ineffective leadership, as one can not influence a group to shared or common goals of they lack the vision to do so.

I love what Greg McKeown says about this in his book Essentialism. He describes the most effective mission statements as "essential intent," having these three qualities: - A strategy that is concrete and inspirational - It's both meaningful and memorable - Makes one decision that eliminates one thousand later decisions He advises: "Stop wordsmithing and start deciding." Good advice for so many things. Make clear decisions so your colleagues know what to focus on and can get to work with a sense of purpose. Do the work to inspire them!

I am always surprised when this is a missing ingredient in the work I do with leaders and leadership teams. Sometimes time has passed, problems have surfaced, team members have left and without intentionally bringing purpose into regular conversations companies can falter and not recognize why. Make time to step away from the day to day fire drills and tasks and reconnect with the overall WHY of the business.

Every resonant vision begins with a heartfelt understanding of your purpose. This isn't about what you do or how you do it, but why you do it. Dig deep into the soil of your purpose. Cradle it, nourish it, and let it bloom into the seed of your vision. When you are anchored in your purpose, you are ready to steer the ship of visionary leadership.

My strategy is very simple: Don't. Your strategy has to resonate first and foremost with you. It needs to express your sense of purpose. It needs to inspire you and generate a feeling of excitement. If you try to make it inspire everyone, you'll dilute it to the point of perhaps inspiring no one. Your job is to realise your vision, not adapt it for others.

Knowing your why is essential to crafting your vision because it makes it authentic and helps you determine the what and the how of your vision. In order to know your purpose, I suggest the first question to ask is: - Why did I start? Or why was my organisation formed? This simple question reveals information that is required for forming your vision. Things like: - why you exist - the solution(s) you offer - the value you add - who you're helping/serving - what makes you stand out or makes you different from others The answer to 'why I started' is not only useful for crafting a vision that resonates, it will also ensure you stay true to yourself and stay on track long after your vision statement is written.

Defining or re-defining your purpose requires thoughtful questioning and discussion. Each member of the organization may have somewhat varying responses so collecting feedback and identifying consistent patterns is important. This process also helps streamline ideas and narrow the mission to a more tangible, realistic framework.

One of the most helpful tools and methods I have ever met in developing an enticing vision that serves all stakeholders is the systemic perspective. By carefully mapping all company / team / individual leader stakeholders and "walking the path" towards them to develop empathy with their needs one can craft a beautiful, heartfelt, and vivid vision that will bring everyone on board for what needs to be birthed together.

Engagement starts with finding the people who believe what you believe! 1. Begin by researching various hashtags! 2. Read the articles! 3. Review that writer’s LinkedIn post. 4. Leave a comment that has value while sharing your perspective! 5. Read the other comments and support the discussion! #LeadLoudly #bold #confident #fearless #voice #value #visibility

It's also good at those sessions to explore how far you could collectively go within that vision, even if it feels too much and too airy fairy. Because then, when you step back and contract again you can practically look at how you can make it achievable for your strategy and action plan. The priorities then come to the fore. The benefit of this exercise means you can test the appetite in the 'room' and really understand where you can go with your vision. And remember, your vision should be just out of reach. If it can be achieved within the next 5 years no-one will want to jump out of bed to make it happen.

Yes to looking for input from employees, customers and partners and CAUTION: Without clear direction by leadership this "vision naming" can fizzle out until nothing really getting accomplished. Be clear about what input you need and from who and by when... and then have a clear plan for how you will move forward to finalizing the vision.

Top down visioning can become too narrow. It's important to solicit the employee voice in the process because transforming vision into culture without integrating those voices who elevate the vision will create a fragmented organization. They also help to identify blind spots internally and externally, bringing greater value and impact to the company.

We can only create a vision that speaks to others when we really, truly understand their deepest desires. Spending time with stakeholders is essential is crafting a vision that is not your own dream, but a realistic option with potential for co-creation. However, one of the risks I encounter is the diversity of needs in various stakeholders. This is where the rubber meets the road in co-creation: when the impulse comes from us, checks the real needs with our stakeholders, but then we do come back to ourrelves and craft a vision that we can endorse in the light of our own real capabilities and will.

Vision statements should always be future facing and as concise as possible. Avoid repeating your mission statement and instead focus on your core values.

When launching a vision, like anything else that is launched, there needs to be a strong communication plan that begins before the work starts and is consistently and constantly communicated throughout the process. Also make sure you understand how your listener best receives the message, who they value the message coming from, and reward those who are embracing the message through evangelism and behavior.

The best perspective I have ever met in communicating a vision comes from Cameron Herold, as described in his book Vivid Vision. Once we manage to see with our mind's eye the physical details, the smells and sounds and shape of what we want to accomplish, this is when we are ready to come our with our vision and share it with employees, suppliers, clients, and the world.

Yes, creating a vision that resonates with everyone is extremely difficult. Since it's usually a 'point in time' exercise, as you grow, you will likely have pockets of strong adoption and alignment as well as gaps. It's important to truly understand each employee's values and vision and discuss how to align the individual and company vision for a fulfilling relationship.

Vision (mission and values too) need to be connected to actions. What does this look like in your organization? How can employees embrace and demonstrate the vision? Do discuss how the vision is demonstrated in all you do on a regular basis? These are all questions you need to ask so that even if the vision does get clarified, that it doesn't sit on a poster in a back room.

Use it in your decision-making. Always ask yourself, “Would this decision bring us closer to our vision?” If the answer is yes, proceed with it. If not, you should reconsider. Look out for and reward behavior that exemplifies the organization’s reason for being. Ask yourself daily, “What did I do today to support my vision and that of my organization?”

Making sure to include everyone is extremely helpful & inclusive. Maybe create a few & send to the team and get their feedback. Having everyone involved is impactful & will make your employees feel that their thoughts and perspective matter.