Personal Vision & Values

I bet if you walked into most companies right now, you would see a large frame of the vision statement of the organization hanging on the wall for everyone to see. That vision shows the crystal-clear picture of the future of the organization. It represents what the organization is striving to achieve and become in the coming years. While this is good, it shouldn’t end on the wall.

The world thrives on the visions of those who want to bring into existence something that wasn’t there initially. When it comes to values and cultures, vision is a key factor for CEOs, senior leadership teams, entrepreneurs, etc. However, to drive change, the vision has to cascade to all levels of the organization—from the staff dealing with customers in person or on online, and all the way up the people leaders.  Every single person in the organizations must align with organization’s vision until it become theirs too.  The overall vision of the organization should be the compass for each team member so that in everything they do and, in every decision, they make concerning the business, the vision is lived and acted out, and the organization keeps moving in the right direction.

When you check in with the leadership teams across every industry, they can effortlessly articulate the organization’s plans and vision for the next couple of years. But unfortunately, the same vision is not being owned or communicated with as much passion, clarity and enthusiasm by the frontline managers and other members of the organization, who are the representatives of the organization’s brand.

How then can the top leaders of an organization get the vision and those things that are important to the organization to those that are levels below them?

It is simply really – connect values to the vision. This can be done by following the steps below:

  1. Check Your Cultural Thermometer. What do you stand for as an organization? Are you risk-averse as an organization or do you lean more towards taking risks? Are you all about compliance or creativity? Knowing where you stand in your culture will help you know what you need to do to achieve what you are set out to do as an organization. (Check out my book, Values Culture Period, on Amazon to get more insight about these concepts).
  2. Be consistent in embedding these cultures into your processes so that everyone is seeing the same thing, including someone who just joined the organization. This fosters a cohesive environment where individuals, regardless of tenure, encounter a consistent organizational culture.
  3. Use the S.O.A.R analogy:  S – What are your STRENGTHS?; O – What are the OPPORTUNITIES you have?; A – What are your ACHIEVEMENTS and ASPIRATIONS?; R – What are your RESULTS?                        The SOAR analogy in strategic planning represents Strengths, Opportunities, Aspirations, and Results—a positive and strengths-based approach aimed at guiding organizations towards future success. Unlike the traditional SWOT analysis that also includes weaknesses and threats, SOAR focuses on leveraging strengths to capitalize on opportunities, aligning aspirations with strategic goals, and measuring results to drive continuous improvement. This method encourages organizations to build on their existing capabilities, envision ambitious goals, and measure success in a forward-looking manner, fostering a proactive and optimistic mindset in strategic planning.

Keep in mind, repeated communication is key. As an organization, remind your people of who you are, what you stand for, and where you’re going. There is a saying: ‘Say it six times, they hear it once’. Members of the organization, regardless of their positions, need to hear and be constantly reminded of what they were hired to do. This gives you the opportunity to take the wrong people out and bring in the right ones.

Have ideas to share, want to make a comment or provide feedback – email Corey at [email protected].

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