Developing and Casting a Powerful Vision

Transcription

1 Developing and Casting a Powerful Vision Definition: A vision statement is a company s roadmap, indicating both what the company wants to become, and guiding transformational initiatives by setting a defined direction for the company s growth. A Vision is WHERE we are going. 32

2 Strategy and goals are HOW we will get there. A Vision Statement should state where the individual or organization INTENDS to be in the short-term, mid-term, or long-term, by achieving objectives based on its Mission Statement. Why a Vision Statement? 33

3 A Vision Statement gives direction to leadership, which should help them to stay away from TASK SATURATION. Vision gives the team a COMMON direction. The Vision Statement should be a STRETCH for your team to reach, not easily obtained. 34

4 Done well, your Vision Statement should describe a destination that is IRRESISTIBLE to your team. Vision shows us where we are headed if we ACCOMPLISH both our Mission and Strategy. Capacity of Resources 35

5 Before you set your Vision, make sure you re able to ACCOMPLISH it. What is the current capacity of our FINANCES? What is the current capacity of our TEAM? 36

6 What is the current capacity of our LEADERSHIP? What is the current capacity of our PROCESSES? What is the current capacity of our SALES? 37

7 What is the current capacity of our MARKETING? Achievements What PROBLEMS do we want to solve for our clients? 38

8 What GROWTH do we want to help our clients accomplish? What MILESTONES do we hope to achieve as an organization? What growth do we want to see in our TEAM? 39

9 Write down the top 5-10 THINGS you would like to accomplish in the next 1-5 years. CRAFT your Vision Statement utilizing all or some of the information from your answers. Examples 40

10 Apple, Inc. We believe that we are on the face of the earth to make great products and that s not changing. We are constantly focusing on innovating. We believe in the simple not the complex. We believe that we need to own and control the primary technologies behind the products that we make, and participate only in markets where we can make a significant contribution. We believe in saying no to thousands of projects, so that we can really focus on the few that are truly important and meaningful to us. We believe in deep collaboration and cross-pollination of our groups, which allow us to innovate in a way that others cannot Apple, Inc. And frankly, we don t settle for anything less than excellence in every group in the company, and we have the self-honesty to admit when we re wrong, and the courage to change. And I think regardless of who is in what job, those values are so embedded in this company that Apple will do extremely well. ~ Tim Cook, CEO of Apple Southwest Airlines Our vision is to expand our locations both domestic and overseas by being the largest and most profitable airline company to achieve both short and long-haul carriers efficiently and with low cost. Also to be an airline carrier that has the most productive workforce to guarantee the best flight possible for each and every passenger. 41

11 PepsiCo. PepsiCo's responsibility is to continually improve all aspects of the world in which we operate - environment, social, economic - creating a better tomorrow than today. Our vision is put into action through programs and a focus on environmental stewardship, activities to benefit society, and a commitment to build shareholder value by making PepsiCo a truly sustainable company. Microsoft A personal computer in every home running Microsoft software. The Poimen Group Our vision is to provide service and product offerings that will powerfully impact our client s lives and businesses in ways that allow our clients to accomplish their respective missions. We will accomplish this with excellence through live events, coaching & mentoring, and digital product offerings. 42

12 Strategies: Excellent services and products Live events Coaching & mentoring Digital product offerings Goal #1 Sell-out our inventory Objective #1: Spring 2018 event by Objective #2: StratPlan slots by Goal #2 Create new products/services Objective #1: Live Event by Objective #2: Membership site by 43

13 Goal #3 Recruit appropriate new team members Objective #1: Hire facilitator by Goal #4 Increase sales on existing offerings Objective #1: Add Mastermind groups by Goal #5 Create more margin for Chris Objective #1: Decrease Chris involvement in more day-to-day operations by 44

14 Once you ve written your Vision Statement, ask the following questions: Does it make SENSE? Does it paint a WORD PICTURE of where we are headed? Does it line up with the MISSION STATEMENT? Once you ve written your Vision Statement, ask the following questions: Does it line up with our VALUES? Can our TEAM MEMBERS get behind it? Will team members be able to EXPLAIN the Vision? Edit 45

15 After writing your Vision Statement, REMOVE anything that makes it too wordy, or just doesn t need to be there. REMOVE any or all of the expensive sounding words or buzzwords. Make your Vision Statement fit your culture. Are there any parts that you or your team don t 100% BELIEVE? If so, edit again. 46

16 Share your Vision Statement with HONEST people who know your business well. If they have great input, edit again. After all edits, what you should have is a well-written statement of your company s DIRECTION. Now share it with your team! After sharing with your team, create a STRATEGY to accomplish each piece of the vision. 47