Ivy Sea Online: Visionary Communication: Much more than a vision statement

What has the potential to inspire most employees? Ironically, the answer is sometimes the most boring item on the agenda: the organization’s vision and mission.

Why? The term itself and the words used to describe it within an organization are often so overused, or more accurately, misused, that it becomes a meaningless block of copy. Worse, the "real culture" of many organizations is quite different from the publicized vision, values and culture, and this disparity ends up fostering cynicism and dampened morale. (Studies show that employees increasingly point to an organization's purpose, vision and mission as a key element for generating motivation and commitment.)

The problem stems from unskillful and inadequate communication efforts. What do we mean? Most vision statements get generated in a flurry of activity, with the executive team socked away at a retreat center. The executives then launch the new "vision statement" with some degree of fanfare, and ultimately the vision and mission then get repeated word-for-word in the various communication vehicles. After awhile, it's just blah, blah, blah. No life, no vim, no vigor. Just the same words published over and over again without the benefit of clarification, employee reflection, tie-in to employee activity, or vision-in-action anecdotes.

In this environment, the vision is quickly seen as "something the leaders developed," rather than a purpose and goal (or set of goals) that most employees are aiming to achieve because they are personally connected to its outcome.

The remedy? A communication environment and system that involves, informs and engages everyone in the enterprise (leaders, managers, staff members) and every part of the enterprise (departments, customers, partners) over a consistent period of time.

Key points to consider when communicating the vision include:

• Explain the rationale for having a vision: Why does the organization spend the time, energy and money on developing and growing the vision? Why — specifically — is it so important for the organization to have, know and live its vision? What makes the organization's vision and mission different from "just a string of jargon posted on an intranet?"

• Describe the genesis of its creation: Stories are a very effective way to engage people. Use this communication technique to share the origin of the vision with the groups of people most affected by your organization. Step beyond the process of its development. Talk about the spark of an idea, the particular experience or the childhood dream that inspired the vision.

• Share real-world examples of how the vision-in-action affects people: Employees, customers and community members are all positively affected by a true organizational vision. Make these stories public to help people understand the "why" behind the business and to serve as examples of how they can help achieve the vision. (Often times, employees can repeat the vision statement, but they don’t know how to live the vision at work, at home or in their communities.)

• Associate all programs and initiatives with the vision: When communicating a new project or updating constituents on project progress, be certain to include commentary on how the project contributes to or aims to achieve the vision. In essence, the vision will dictate all activity in the organization. Why not demonstrate and communicate this? This sort of communication proves that the enterprise and the individuals in it are truly committed to the vision. It also underscores the fact that the vision is a day-to-day measuring stick rather than words that the leadership team developed.

When have you achieved visionary communication?

You’ll know when you’ve reached the zenith of visionary communication when you’ve brought the vision to life and have connected it to all parts of the organizational system. You’re measures will include:

• Many or most employees are able to convey the vision in their own words.

• Employees identify how their role helps the organization to achieve the vision, and they can easily relate their personal vision and values to the organization’s vision.

• External stakeholders, such as customers and partners, can provide a general recap of the vision, and they define your organization by this vision thanks to what they’ve been told and what they have experienced.

Contact us at Ivy Sea for assistance in effectively and systematically communicating your vision in a way that connects the people of your organization and helps tap the full potential of your group, We'd be happy to talk with you about the possibilities and options that best suit your needs, style, culture and budget.

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