This is From The Balance Beam

[TheBalanceBeam] - Crafting a Vision for the Future

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THE BALANCE BEAM
Ideas and Inspiration for Creating a Life that Works
Vol. 2 No. 9, April 28, 2000
Published by Success Builders, Inc.
http://www.SuccessBuildersInc.com
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"He who knows others is wise; he who knows himself is enlightened."
Lao-tzu
In this issue: CRAFTING A VISION FOR THE FUTURE
====================================================================== Dear Friends:
Part of staying balanced in both work and personal life is a function of our ability to keep our eyes on the horizon line. Being able to see what lies ahead, to imagine it, work toward it, and stay the course, is the essence of what a compelling vision is all about. In this issue of The Balance Beam, we consider vision, and the role it plays in the workplace.

If you want to check out earlier editions of The Balance Beam that you may have missed, you can easily retrieve them by clicking on http://www.successbuildersinc.com/newsletter.html and going to the Archives section. If you are not yet a regular subscriber to The Balance Beam, you can also enter your subscription information at this location.
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Today's Topic: CRAFTING A VISION FOR THE FUTURE

I spend a lot of time talking with people about what works and what doesn't in their organizations. These conversations often begin with a very general request like, "Tell me what it would take for you to be more effective at what you do here." When you think about how the typical manager or employee might reply to this question, some obvious responses come to mind: more training, additional staff, bigger budgets, a huge bonus. Surprisingly enough, however, what I frequently hear is a simple, "Just tell me where we're headed."

"Where we're headed" is the working definition of an organization's vision. It defines what the business wants to create, and where it is going, in a way that provides a clear, compelling and attractive picture of the future.

Think of it this way: Suppose I gave you all 1000 pieces to a giant jigsaw puzzle, but withheld the box top with the picture on it. Would you be able to assemble the puzzle? Probably not, because you would not have a feel for what you were trying to create, nor would you have a sense for how the pieces might fit together. The picture box top is your vision for the puzzle; it's your guidepost, your steering wheel, and the thing that keeps you at the kitchen table pursuing the goal.

A lot of people confuse vision with mission. An organization's mission is its purpose, its reason for existing. It tends to be static, and can withstand the test of time, even as specific products, services, and technologies come and go. Vision, on the other hand, shifts as the nature of the industry, the technology, and the realities of the marketplace change.

While a mission is often a lofty statement based on values and high ideals, a vision is something you can see and feel and measure. Think Bill Gates, and his vision for "a computer, on every desk and in every home, all running on Microsoft software". While it may have run him into trouble with the antitrust laws, there's no disputing the fact that this vision was specific enough to drive behavior, and indeed, drive an organization to unprecedented levels of success.

A well-defined vision has several important characteristics. First, it is strategic, in that it leverages the organization's core competencies and focuses on what the business can do, and expects to do, distinctively well. It is ambitious, and challenges stretch performance and a quest for excellence. Perhaps most important, a strong vision is motivating and exciting. It paints a picture of huge possibilities for the organization, and provides a central rallying point around which people can invest their talents and energy.

The fundamental key to having a vision that makes a difference for the business is to address the five central questions that provide for implementation. Developing responses to these questions is also a great way to engage people and enlist them as owners in the process.

1. WHAT does the vision consist of? Where are we headed? What does the picture of the future on the top of the puzzle box look like?

2. WHY is this an appropriate course for the organization to take? What are the factors, both internal and external to the company, that suggest that this would be a logical strategic direction to pursue?

3. HOW will we get there? What are the strategies and processes that we will use to turn this vision into a reality? What's our game plan?

4. WHO will be responsible for what parts of the plan? How will we shift and utilize our organizational structure to achieve our vision? Who will have accountability for what?

5. WHEN will our strategic plans be implemented? What are our time frames? How will we ensure that we stay on track and measure our progress?

While the first two questions are clearly the role of leadership to define, responding to the remaining three questions represents a perfect opportunity to draw people in, to invite them to be co-architects in the process, and to leverage their front-line perspective in crafting a plan that is realistic and feasible.

Shared vision provides the framework that guides all effective decision making, planning and action. It is the creative force that drives the quest for success and greatness in an organization. As Walt Disney said, "If you can dream it, you can do it."
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Words to live by:
I would give all the wealth of the world, and all the deeds of all the heroes, for one true vision.
- Henry David Thoreau
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