The Last (4th) Key Word for a Powerful Vision: "Widely Shared."
Dr. Nanus, in "Visionary Leadership," says that There is no more powerful force driving an organization toward excellence and long-range success than an attractive, worthwhile and achievable vision of the future, widely shared." So how widely, with whom, in what detail? Exactly what is meant by "shared?"
We might assume that, at the very least, it should be shared with those people who would make the vision come true. Does that mean department heads, managers, planners, or does that mean with everyone in the organization? I suggest that the closer we can get to sharing our vision with everyone, the more powerful that vision will be. After all, don't we want all of our people to be motivated?
But what if our vision of the future does not include all of the operations, all of the services or products, or all of the skills and technologies we now utilize? Won't sharing that vision act as a disincentive for those who fear that they won't share in the future? Won't they become a drag on our progress, thereby hindering our ability to make our vision come true? Might we not need them now for cash flow generation, or to give us time to condition our present customers to the changes that will be to their ultimate benefit? Won't sharing the vision with everyone, now, cause more trouble than it's worth?
Also, do we have confidence that we can really achieve our vision? Shouldn't we hedge a bit just in case things don't turn out as we wish? Shouldn't we share our vision only with those we expect to be loyal to us, or with those we think are necessary to make critical decisions? I've seen many organizations get cold feet over this issue. I've personally lived through two serious "revolutions" in manufacturing corporations.
One of them kept strategic moves secret; only those managers were told who had "a need to know." None of the hourly or lower level salaried people were informed until they were presented with their notices of dismissal. The company expected that severance pay would suffice to smooth over the shock. Even the employee's union was not informed until strategic moves were imminent. That company asked for, and got, a lot of trouble. In fact, the troubles were so severe that the company - one of America's oldest and largest manufacturers, became unable to achieve their vision. Within three years they were gone.
The other company made full disclosure of the "new" corporation's goals. They explained the issues faced by changing markets and obsolete facilities. They showed the commitment of the company's investors in making the "new" company work. They made every effort to utilize existing employees, at all levels, in the new organization's future, They brought the unions of the several plants most affected into the picture, and used them to promote the new vision. Surely there were disappointed people, particularly in the older, least efficient (in terms of ROI) plants. But the plan went very well. There were no eruptions or disruptions. People who could move were moved. That company still lives. I know how this worked, for I was manager of the closing of one of the old facilities.
So I say - tell them all. Be careful about how you put it to people. Make certain that you believe in the vision, and that it is attractive, worthwhile and achievable. But get them to buy into it. All, everybody.
Next: OK, so how do we go about making a Vision?
We might assume that, at the very least, it should be shared with those people who would make the vision come true. Does that mean department heads, managers, planners, or does that mean with everyone in the organization? I suggest that the closer we can get to sharing our vision with everyone, the more powerful that vision will be. After all, don't we want all of our people to be motivated?
But what if our vision of the future does not include all of the operations, all of the services or products, or all of the skills and technologies we now utilize? Won't sharing that vision act as a disincentive for those who fear that they won't share in the future? Won't they become a drag on our progress, thereby hindering our ability to make our vision come true? Might we not need them now for cash flow generation, or to give us time to condition our present customers to the changes that will be to their ultimate benefit? Won't sharing the vision with everyone, now, cause more trouble than it's worth?
Also, do we have confidence that we can really achieve our vision? Shouldn't we hedge a bit just in case things don't turn out as we wish? Shouldn't we share our vision only with those we expect to be loyal to us, or with those we think are necessary to make critical decisions? I've seen many organizations get cold feet over this issue. I've personally lived through two serious "revolutions" in manufacturing corporations.
One of them kept strategic moves secret; only those managers were told who had "a need to know." None of the hourly or lower level salaried people were informed until they were presented with their notices of dismissal. The company expected that severance pay would suffice to smooth over the shock. Even the employee's union was not informed until strategic moves were imminent. That company asked for, and got, a lot of trouble. In fact, the troubles were so severe that the company - one of America's oldest and largest manufacturers, became unable to achieve their vision. Within three years they were gone.
The other company made full disclosure of the "new" corporation's goals. They explained the issues faced by changing markets and obsolete facilities. They showed the commitment of the company's investors in making the "new" company work. They made every effort to utilize existing employees, at all levels, in the new organization's future, They brought the unions of the several plants most affected into the picture, and used them to promote the new vision. Surely there were disappointed people, particularly in the older, least efficient (in terms of ROI) plants. But the plan went very well. There were no eruptions or disruptions. People who could move were moved. That company still lives. I know how this worked, for I was manager of the closing of one of the old facilities.
So I say - tell them all. Be careful about how you put it to people. Make certain that you believe in the vision, and that it is attractive, worthwhile and achievable. But get them to buy into it. All, everybody.
Next: OK, so how do we go about making a Vision?
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