Resource Management Innovations

The Power and Purpose of Vision

Vision Casting: Where am I going? ...

Mission Building: How will I get there?
 

When I first start working with a new client one of the key descriptors I listen for is whether or not the client has a clear and compelling image of the future. In contrast to ‘Current State’ it is our ‘Desired State’ that frames our ‘Vision’ thoughts. In conversation RMI refers to it as ‘what does done look like’ … so we can recognize it when we see it. There are many compelling reasons why (having a) Vision is important, but what I focus on first is whether I can hear the clients vision informing their thinking and decision making. Does my desired state affect my behavior today? … is the audio and the video in sync?


Often when a client is explaining the challenges they are facing, and telling me what they wish to accomplish I can hear the most significant motivating factor is their fear, rather than their vision for their future ~ fear of risk, fear of losing control, fear of not knowing what to do, or fear of making a mistake.

While fear is sometimes what motivates clients to enlist my services, it only goes so far as a motivational influence, and in my experience is insufficient in bringing about the scope and scale of change that most clients say they really want. Vision however is another story.



Vision originates at such a core level within us that it can bring about real, deep, objective, measurable, observable benefits and sustainable change. In his book The Fifth Discipline, author Peter Senge writes: “There are two fundamental sources of energy that motivate organizations: fear and aspiration. The power of fear underlies negative consequence. The power of aspiration drives positive visions. Fear can produce extraordinary changes in short periods, but aspiration endures as a continuing source of learning and growth”. (2006, p209).



The power of a clear and compelling vision to act as an organizational compass or a guiding force is often underestimated in business. Many businesses go through a strategic planning process of sorts only to find their vision articulated and captured in a very attractive binder that sits on the boss’s shelf.

The gut level tension between the way it is and the way it could be (current vs desired state) is a living, breathing, dynamic entity that (because it originates from within) is not subject to external forces that are situational rather than the substance and fabric of the organization itself.



When this (does) occur it is typically because the vision lacks personal relevance – the kind of relevance that originates with a touch point that connects all elements and individuals and their aspirations who comprise the organization (organism). A key characteristic of the vision is that it is shared. We see the vision as larger than any one individual. It transcends the C-Suite. It is what defines ‘us’. Senge explains:

“Shared vision involves the skills of unearthing shared pictures of the future that foster genuine commitment and enrollment rather than compliance”. (2006 p9. Emphasis mine).



A shared vision is a potent and compelling influence within the culture of the organization when it represents what collectively we long for, and desire to achieve. Work (the expression of vision) becomes part of our larger purpose. Strategy then is dictated by what course of action best serves the fulfillment of that vision.

Cheers;

Rick @ RMI
 

Posted By: Rick Kneeshaw 2011/04/03
Categories: Ricks ~ Recipes