Your organization’s shared vision should include all perspectives

Many organizations are engaged with strategic planning exercises this time of year. For many, the strategic planning time frame has shortened from five to three years to, perhaps, less than two years.

While some strategy horizons may have shortened, the need for the organization’s vision may also need to be reexamined based upon a number of factors. Typically, most a strategic planning exercises make a quick review of the organization’s vision to ensure it remains the North Star for the organization.

Numerous organizations have found it appropriate to revise their shared vision to include natural environment considerations, racial equity components, positions on sustainability and the general welfare of their communities.

The vision, or more appropriately the shared vision, for the organization typically is crafted by the

executive team. However, it should hold the aspirations for the entire organization. When that occurs, the shared vision embodies all of the power, prestige and support that it deserves.

A shared vision is important for all organizations — whether it is a nation, state, your entire organization or even your functional team within a large organization.

A desirable component of the shared vision is that each team member needs the ability to recognize that they are included in the organization’s shared vision. Their contribution to the organization, as a team member, needs to be clear to gain the appropriate level of buy-in by all team members.

Different organizations, even in the same marketspace, will have significantly different shared visions because their world view, the environment, their capabilities and their role in the marketplace are different.

Sports offers us a view of how a shared vision plays a role in the development of an organization.

At the beginning of each season, every individual’s or team’s vision is to win the championship. With that as a backdrop, the athletes then have an opportunity to establish planning documents of the mission and objectives. Typically there are skills

development, practice or execution, nutrition, etc., all with the vision of the championship in mind.

With the capabilities of team- or group-based software, executive teams can more easily gain their team’s perspectives, insights and much desired support by participating in the framing of the shared vision.

I believe additional team members’ input to the shared vision can improve the vision and advance the acceptance of the vision. Let me offer an example that rings true for most parents. As children grow older and develop their interests and hobbies, it becomes more important to have a shared vision of what, when and where the family will vacation.

It takes time and effort to craft your organization’s shared vision. Do the work, wrestle with the words and the meanings, think broadly, include as many team members as possible and when completed, your vision will help to carry your organization to a successful future.

Cornell Wright is the author of “31 Coffee Breaks to a Better Organization,” a trainer and consultant at The Parker Wright Group Inc. in Stratford. The firm strengthens clients’ team development in pursuit of customer service strategies and processes. He is a Certified Partner of Predictive Index. He can be reached at 203-377-4226 or cornell @parkerwrightgroup.com.

Fotolia A shared vision is important for all organizations — whether it is a nation, state, your entire organization or even your functional team within a large organization.