13 July 2009

Purpose and Vision

As a leader you will be constantly be tasked to share the purpose and vision of the organization with those you lead. This may be difficult, as your organization may be in a state of flux (as a result of the current economy show me a company that isn’t in a state of flux) and might not do a good job of getting everyone to buy-in to what the company is selling. By selling, I mean the selling of the mission and vision of the company to its employees and other stakeholders.

This then left up to you to interpret and extrapolate the purpose and vision from what they may be offering. Once you have done that, then you must process it in a way that will get your immediate subordinates to buy in.

Once they have bought in to the purpose, then buying into the vision is easy, as the two usually operate in tandem. As the old saying goes, “you can’t have one without the other.”

Having them buy-in to something real, genuine, and authentic is the hard part, because if you try to sell them anything less, people will see right through you and the “load of bunk” you are trying to sell. Then what’s the point?

Moving on, it is up to you, their leader and all the other leaders, to give every employee the reason to work together (the purpose) towards achieving a common goal (the vision).

Remember, anyone can say “OK, let’s do this now so that we can knock off early” only to find out it was done in such haste that it had to be re-done. In that case, the vision was all about going home early, instead the vision should have been about getting it done right the first time. While your intentions may be right on, it is still up to you to think and act responsibly. Therefore, you must carefully think things through, and then the message should be: “Let’s do it right the first time and we might be able to knock off early.”

Setting and executing the short term the vision will play right into the hand of the long-term vision of the organization.

Stay Sharp!


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