Make Sure Your Vision Is More Than a Sign on a Wall
You may have some employees who enjoy reading mystery novels or watching a suspenseful thriller—but they definitely don’t want that in their workplace. We’re in a new year. You’re likely eager to implement some changes—and maybe you’ve already taken some dramatic actions in your company. I applaud your willingness to change and improve, but…have you considered how those changes impacted your team?
Think back to before you started the business. I know for some of you it’s been a while. When a boss would make drastic actions, how did it make you feel? Insecure? Uneasy? Confused? Maybe even mad? Now…when you’re feeling these negative emotions, just how effective were you in your job? My guess: Not as effective as you could have been had your supervisor handled change differently. That’s what I’m asking of you…
Dr. Heidi Grant Halvorson, writing for Fast Company, says it right when she says, “Make a point of saying exactly what you mean, and asking for exactly what you want, and you will be pleasantly surprised by how often you get it.” It is difficult, if not impossible, for employees to arrive at their destination if you, their boss, is not crystal clear in providing them the directions and roadmap detailing their journey.
Countless research supports this assertion. The very best organizations and leaders make it a priority to tell employees about their vision for the future. They clearly define goals and ensure each employee understands how their contributions help the organization achieve the vision. If you don’t regularly communicate your vision, your mission, and your core values—and how the changes you make impact them—your team is operating in the dark.
In addition to the weekly trainings and the daily huddles you may be having as a company, it’s critical to have regular company meetings where you’re talking about the big picture. You’re explaining your core values and vision—even though they’ve heard it hundreds of times. You’re giving everyone an update on how they’re performing in attaining the company goals. If you stopped one of your employees, dead in his or her tracks, you should be able to ask them, “What are our goals for the future?” You should be able to get the answer you would give.
Really, this communication with your team—beyond the typical work-function communication—should be happening constantly in your company. You should strive to have a business where communication is encouraged and supported. If you have the right team members onboard, that’s precisely how you keep them with you for the long-haul.
To summarize, if you want your employees to truly buy into your organizational vision—for them to take ownership and feel like the company isn’t just “yours” it’s “theirs”—here are three tips to consider:
- Make sure the vision is more than a framed document hanging on the wall. Employees are more apt to act off what they see in the hall versus what they read on the wall. It’s not good enough for you, as the leader, to develop a powerful vision. Your people need to make sure that the vision is clearly communicated to every employee, along with the goals that will help bring the vision to life. When people are clear on their destination, and are given a map to get to the destination, as well as a tour guide communicating along the way, they will not only support the expedition, but will usually really enjoy the trip.
- Place high value on two-way communication. Get in the habit of actively seeking employees’ thoughts and opinions, especially prior to making decisions that impact them. You’ll experience fewer surprises along with greater employee engagement and productivity if you consistently encourage your team to think and provide their input to help you and your team make the best decisions possible.
- Over-communicate during periods of rapid change. Often, we communicate the vision and goals, then shortly after, change goals. Growing in our industry often means lots of change. Most employees understand that to be successful, things will shift, often frequently. What they don’t like is being blindsided because they did not know that the plan had changed. Make it a high priority to provide timely updates when plans change.
Great leaders do a great job of communicating vision and values. Make it your personal responsibility to tell the right people, the right information, at the right time—all the time.