Comment pouvez-vous équilibrer votre vision avec les perspectives de votre équipe ?

Vision comes to you when you get still, when you feel small and when you are inspired by awe. One of the biggest mistakes and missteps that leaders make is to rush in and formulate a Vision based on what they think is wrong, missing or broken. People are not looking for organizational ointment, they are looking for expansive inspiration and motivation. They are looking for the pathways to solving the problems we don't even see ahead on the horizon yet. In order to reach this long-distance sight and inspire people to forge ahead amidst ambiguity and uncertainty you must first have certainty yourself, and believe in what you believe in as a human and as a leader. Vision is made clear by values. Keep your values refined and renewed.

Taking the time to actively listen to a team is a skill to develop. Avoid simply listening to spaces when other people are talking or making points to quickly jump in and add your opinion or view too early. Taking the time to listen and let others make their point without jumping in on them is sometimes hard for many people.

Adaptability is the key to refining your vision. Embrace change, feedback, and evolving circumstances. Stay open to new ideas and be willing to adjust your vision based on valuable insights from your team and stakeholders. Experimentation and iteration are essential; don't hesitate to refine your vision through continuous learning and adaptation. This dynamic approach ensures your vision remains relevant, robust, and aligned with the evolving needs and aspirations of your team and the broader context.

Clear and consistent communication with cascading a Vision is paramount. Tell a story based on where you think you and the organization needs to be in a number of years. Imagine you writing a letter to your younger self explaining where you want to be in a number of years. Wherever possible, embrace the power of imagery. With the power of GenerativeAI use tools to create imaginary destinations, landscapes and places where you want to take the people you lead. If you can dream it, you can prompt it, and you are create it. Let the tools help you. Tell the story of "what it will feel like" when the Vision is coming to life. Too often, we don't talk about the sensations of living the vision. Speak to that place so others know they're on it.

Ensure a clear vision with horizontal integration from leadership to delivery. It is critical that flows of communication during discovery, envisioning, implementation through to measurement and evaluation are bi-directional. Transparency in the process of creating the vision is what incubates the highest successes. NORTH STAR JOBS TO BE DONE PHASES WITH EVIDENCED FOCUS AREAS KPIS AGREED WITH TEAMS COMPONENTS AND ENABLERS ESTABLISHING THE MECHANISMS FOR SUCCESS UPFRONT AND FRONTING BUDGET, RESOURCES ETC TO GALVANISE TRUST AND COMMITMENT FROM THE TEAM Ensure transformation phases are backed by robust metrics, continuous loops for optimisation, a dedicated resourced team for communications and unblocking. Embrace and plan for pitfalls.

Your vision should translate across all mediums. You should be able to tell it, showcase it, and share it in 1:1, 1:many, visually, audio, and even tactically. When possible allow other people to draw or paint or create the vision you verbalize and speak to as they see it. And test that destination and that portrayal against the formulation and functions in your mind. Check for learning, check for adaptability and agreeability. Avoid the tendency to seek agreement and instead strive for improvement.