I recently keynoted at a Project Management Symposium. During the symposium several executives provided perspective on the importance of Project Management to the organization. One of the executives centered his discussion around people having vision. I can imagine the reaction of some of the people in the room. "Yeah, right. I've got projects with impossible deadlines, my customer is breathing down my neck because she is not getting what she wants, my project team isn't dedicating enough time on my project, and budget cuts mean I have to figure out how to get more done with less. You want me to have vision? I can barely get things done as it is!"
I feel your pain, colleagues. But I also agree with the exec.
Through my failures (and a couple of successes) I've locked on six principles which can help you develop and implement a vision which is actually useful in driving results, as follows:
Principle #1 - Start with your manager - you could develop a killer vision that you and your team get super excited about, but if it isn't aligned with your manager's vision and priorities you're going to be out of step with his or her organization. Get clear on your manager's vision and ensure your vision contributes to his or her overall vision.
Principle #2 - Keep it super simple - IMHO (In my humble opinion) the best vision statements are a single sentence. They are something that you and your team can easily memorize, recall at a moments notice, and most importantly understand what it means. Vision statements which are paragraphs long lose their impact with every superfluous word. Simple. Direct. Concise.
Principle #3 - Involve the team - If you want someone other than yourself to be inspired and excited about a vision then you've got to ensure your team is intimately involved in the vision setting process. Many of us type-A personalities will just want to spend a few minutes crafting something in our office and subsequently revealing it to the team. Resist the urge. Yes, it takes longer to build consensus and can be frustrating particularly if the team doesn't agree on things. The end result, though, is a much more effective vision which has team buy-in and a greater likelihood of success.
Principle #4 - Use a facilitator if you're not good at facilitating - I've seen some managers do a very good job of facilitating vision statement development. They encourage participation, don't unduly taint the direction, and drive the team to consensus. Then again, I've seen some managers completely bungle it by forcing their own agenda on the team. The end result was only verbal agreement of a vision; the team really wasn't bought in because they weren't able to contribute. If you're not good at facilitation ask a colleague to facilitate vision statement development for you.
Contact Lonnie about article reprints. Please specify article you wish to reprint.
See Lonnie's Amazon Author Page