There is 1 question and 1 question only - is your organisation 100% in line with the vision or are you not?
Unfortunately, you can't be both - you are either Vision Positive or Vision Negative, and the more you develop your leadership skills, the more successful you will be at not just creating a Vision Positive culture but equipping your managers to build into that vision.
A vision positive organisation is one where:
- People are clear on the vision and the cultural values in achieving that vision;
- Managers all share the same values and filter it down through their division;
- CEOs are capable of managing the people in line with strategic imperatives;
- Business decisions are made in accordance with the sound business principles, brand identity and brand vision.
Suffice to say that when there is mis-alignment with the vision contrasting characteristics are present which makes your organsiation vision negative:
- Employees turn up to do the job without any energy or passion;
- Managers don't speak the same language or are in conflict;
- CEO's find it difficult to keep the vision in sight and decisions can sway easily;
- Business plans are made that fail to amplifying the brand 3 dimensionally.
In my book 'Brands Don't Grow on Trees', I talk about the necessity for CEOs to develop a 'Cultural Antenna' as a way of assessing strength of your vision within your company culture.
The book gives a more comprehensive account but for now, these are 7 signs that your organisation could be vision negative:
- Decisions are not being filtered through the lenses of the vision but rather they are made because of reasons that are short-sighted;
- Plans are devised out of a quick-fix thinking process rather than a strategy for the long-play;
- Culture is ignored usually because it's tougher to 'put a finger on' but can quickly burn your reputation;
- Management teams are not using the skills sets of each other for a more collaborative approach to company goals;
- CEO's are often putting out fires rather than leading new innovations and improving the culture;
- Frontline teams are simply 'taking orders' rather than engaging customers and buidling brand ambassadors;
- Marketing teams are using transactional marketing approaches rather than communicating the brand purpose and promise.
The success or failure of any enterprise is how successfully you can lead others to translate the vision through the core filters of 1. Management Teams; 2. Employee Culture; 3. Customer Experience and 4. Leadership Development.
Every leader should complete a Vision Alignment Diagnostic at least once a year to determine how well your people and your strategy is aligned with the vision. Contact Ilse on 0427 355 138 or e-mail firstname.lastname@example.org to arrange a meeting.