When you are driving to a place you’ve never been, you make sure you have directions. For most of us that means we are using our phone’s GPS, myself included. [I was raised to use and read a map, but learned quickly motion sickness ensues. Thank goodness I have this little technological wizard telling me where to go!] And that’s the point: we need to know where we are going. Without direction, we get lost, arrive late to our destination, or miss the opportunity all together.
Similarly, we need to know where we are going when it relates to our business and be aware of how we guide those who work within.
Creating a vision.
A vision is a mental model of an ideal future state. Do you want your team to be functional and the depiction of strength? Or do you want a disjointed group of people running in oppositional directions?
A vision plays a central role in many of the common theories of leadership. It’s the glue to an organization and its culture. A vision can be conveyed in a number of ways: through a picture, a significant change, value structures, a map with noted goals, or a defined challenge with correlated steps to conquer the feat!
How is a vision articulated and implemented?
Adapt the vision to the audience.
Have the framework and know what you want – but portray it in a way your team(s) can hear you.
Highlight the values of the vision.
Values drive us – they’re the intrinsic motivators that guide us to behave a certain way.
Choose the right language (words) and symbols that are motivating and inspiring.
Remember, we all learn differently! Get creative.
Walk the walk.
Do what you say and say what you do.
We keep coming back to this (it’s important). If your vision is the driving force behind your company – as it often begins, but your intent is to keep it that way – make sure your new hires embody the values you’ve put forth. Maintaining and reinforcing expectations will keep you on track for the output you desire.
Along with vision, comes setting the tone.
Tone.
In order to do this, provide structure to your team members – almost like providing a blueprint. It gives meaning and a sense of security or direction. (Examples include a code of conduct or a company manual.)
Next, clarify norms and build cohesiveness.
Clarify Norms.
Norms are the rules of behavior that are established and shared by group members (e.g., starting meetings on time and staying on task). Sometimes we think norms are common sense – but they’re not! They need to be defined and articulated.
Once norms are defined, cohesiveness can prevail. It’s the “we-ness” of a group. It’s associated with consistency and is linked to increased participation, as well as better interaction. Better interactions yield higher innovation and encourage uninhibited creativity.
When we look at the journey of the vision as an overarching theme – with achievement at the end of the spectrum – we realize how essential all facets of this process are to an organization. Once the vision is firm and norms are defined, cohesion is underway but there’s still room for expressed and implied standards of excellence. In fact, there are six key factors essential for members to function effectively. These include:
Skills
Initiative
Expectation of treatment
Deadlines
Goals
Consequences
If your team is struggling, assess whether you’ve reiterated the vision, the norms, and the expectations. Then look at the aforementioned list. What can you do to improve their contributions? Odds are there are multiple steps you can take (many included here!) to help lead your teams in a helpful, purposeful, direction.