Vi­sion needs un­der­stand­ing

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HAV­ING a vi­sion for your or­gan­i­sa­tion can be a valu­able tool but it needs to be clear and well un­der­stood by work­ers and lead­ers alike.

Waf­fle and unattain­able goals won’t help.

Mery­dith Wil­loughby, de­vel­op­ment con­sul­tant with IB Coach­ing or­gan­i­sa­tion, says many lead­ers will spend hours try­ing to find the ex­act word­ing for a com­pany vi­sion that con­veys their in­ten­tions.

But far too lit­tle ef­fort is put into dis­cussing what the words ac­tu­ally mean and even less ef­fort goes into talk­ing about the vi­sion with staff, she says.

‘‘ From my per­spec­tive, it is es­sen­tial for an or­gan­i­sa­tion to have a well thought-out vi­sion,’’ she says.

‘‘ Reg­u­larly re­fer to it and en­sure it is known and un­der­stood by ev­ery­one in the or­gan­i­sa­tion.

‘‘ It is not some­thing you spend in­or­di­nate amounts of time on and then file for later use, or worse still, frame it and never look at it again.’’

Wil­loughby says lead­ers should spend time on the vi­sion and en­sure it fits with the or­gan­i­sa­tion’s goals. Keep­ing the vi­sion state­ment brief can help with clar­ity.

Lead­ers need to en­sure they know what the vi­sion means then ‘‘ walk the talk’’ to en­cour­age oth­ers to come on board.

When work­ers are on the same page and ev­ery­one knows where they are head­ing and what they are do­ing, the busi­ness can work very ef­fec­tively, she says.

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