Fired Up and Ready to Go -- Now What

If you worked for this company, would you be inspired? Would you know what this company is all about? Is there any company that these statements would not apply to? No, no and no!

In my first article, Cultivating High Performance, we defined the model for cultivating high performance in larger, more complex companies. The model contains three principal elements: 1) creating an environment that draws out the best in people, 2) creating a clear and compelling roadmap that becomes the framework against which people’s energies (and other resources) are applied, and 3) ensuring consistent execution against the roadmap.

In the last two articles we focused on the first of these three elements -- creating an environment that draws out the best in people. The first article talked about the power of inspired employees, while the second talked of creating an environment that sustains, rather than strangles, employee enthusiasm. In the next series of articles we’ll explore the second element -- creating a clear and compelling roadmap that becomes the framework against which people’s energies are applied.

That framework begins with creating the inspiration around which employees can mobilize and commit their energies and talents -- all neatly captured in a meaningful vision statement. But what differentiates an insightful, effective, and well-framed vision statement from the meaningless ones we see all too often?

Consider the following questions relative to your company’s vision statement:

• Does your company’s vision statement declare what you are going to do better than your competitors, what makes you different, and how you will beat the competition?
• Would your vision statement fit any of your competitors, or is it truly distinctive to you?
• Is it broad enough to encompass all you want to do without allowing things in which you have no distinctive competence?
• Is your vision clear and unambiguous? Is it specific enough?
• Is your vision statement what you "wish" would happen as opposed to something you believe the company can make happen?

Your candid answer to these illustrative questions will offer insight into whether your company’s vision statement can effectively inspire and guide employees as they apply their energy and talent to their jobs.

In the series of articles to come, we will explore not only the reasons for creating a meaningful vision statement, but the concepts that distinguish meaningful vision statements from the perfunctory ones that most companies produce.

Do you have a meaningful vision statement that clearly tells your team what the company is about and what it is trying to achieve? Is it something they can rally around and help focus their efforts? Or are you content to let them decide for themselves how to best apply their talent and energy for the company?