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Steps for formulating a vision
- Conduct internal research
throughout the organization or talk with customers or other
stakeholders to learn the relative importance of a problem or a new
goal.
- Work with colleagues from various functions across the organization to get valuable information, input, and early support.
- Make sure that all crucial perspectives are represented.
Failure
to listen to a powerful group or voice can spell disaster later on:
Stakeholders may be unwilling to support you at a critical juncture.
More important, not incorporating the opinion of an important group may
mean that your vision won't address all the relevant organizational
needs.
- Use the results of your research to define a vision that is both realistic and focused.
To
be effective, a vision must be achievable. Even if it is ambitious, you
and your stakeholders must be able to imagine the outcomes described
actually occurring. And it needs to be focused enough to ensure that
all stakeholders are imagining the same set of outcomes.
- Ask key stakeholders or trusted advisers to provide reality checks to help clarify the vision.
- Clearly define the vision's benefits to all involved.
Determine
the benefits not only to your unit and company, but to employees,
stockholders, and customers as well. If people know "what's in it for
them," they'll be more likely to embrace the vision and offer
assistance when asked.
- Capture the vision in a few simple sentences so that it is easy to explain to others.
This
vision statement will become your most important motivational tool. It
must be clear and specific, but not so detail-oriented that it loses
its ability to inspire.
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