How do you decide on a Vision
The Vision is all-important because of you don’t get it right then you’ll quickly be enmeshed in a world of arguments and deep-rooted prejudices.
However, the Vision should be fairly obvious.
It should be the Desired Future State which is implicit in the agenda of your meeting - something that will make things run better, cheaper or easier.
There’s nothing wrong or impolite in stating a Desired Future State that you care passionately about.
But observe these points too:
- Be sure it’s a Desired Future State that others will easily agree with.
- Don’t make the Vision contentious, or the cause for an argument.
- Don’t make it the pet hobby horse that you drag up in every meeting.
- Make sure the Vision is something that all of you would like to see happen.
Make the Vision feel like something worthy to be a part of.
This isn’t just any Vision. This is something very special that can change the way the whole department works
And we’re the ones who’re going to do it.
State right at the beginning that to achieve the Vision we need some more ideas.
Say aloud that we need to make a difference, that the purpose of the meeting is to make a difference.
I don’t know how everyone else feels, but my feeling is that this meeting should make our Vision happen. Let’s show everyone what we can do and go for it.
Now - don’t speak. Let what you’ve said sink in. If possible then let someone else speak, and confirm what you’ve just said.
It’s absolutely crucial at this stage not to appear arrogant, or as a know-all, or as pompous.
This will immediately put peoples’ backs up. Passionate is one thing, and arrogance is another.
Make it clear that you’re not sure how the ideas will emerge, and that although you’re very willing to try it’s not always easy.
The opposite also applies: Don’t make the task in hand sound daunting either. Just make it sound sufficient of a challenge to prick people’s interest.
If anyone in the meeting wants to make a speech to follow on from your Vision statement, then let them. Encourage them. It’ll help them feel more comfortable, and therefore be more prepared to try.
Give people room to comment on the Vision.
Ask each person how they feel about trying to do better. Are they willing to give it a go?
We’re supposed to be the experts. What can we do about it? John ... where do you think is a good place to start? Give us an idea.
Do this with a non-arrogant attitude, or even maybe even appearing a little bit nervous or unsure about being so nakedly passionate. Do it with a sense of rising to the challenge.
Make people feel welcome to air their thoughts.
John ... that was a good idea. Karen ... what do you think. What’s your thought on this?
Praise people for being willing to try. Praising the group is important. You’ll find it easier to get people leaning towards you.
Remember: Most managers are proud of their intellects and are trained to rise to a challenge. Praise and encouragement can work wonders.
Once you’ve given the atmosphere a lift and discussions have opened, or the agenda is being worked through (more on this later) then the conditions should be right for an idea to occur.
The trick now is to spot the idea when it happens. |
