“Move because I say so,” isn’t a very compelling reason for someone to want to implement change in what they do. Neither is a micromanaging approach that lists out an ultra-detailed step-by-step set of instructions to make a change.
“What’s my motivation?”
As a leader of change, you break through to the other person not by authority or micromanaging, but by the strong, clear, and compelling vision that is set by your change coalition. (LINK TO PREVIOUS SHOW)
Characteristics of a compelling vision
Giving clarity on direction and the need for change is important because it’s common for people to disagree with a direction, to be confused, or to want to put their own spin on a change. They may wonder why the change needs to be made in the first place. A solid vision clears the path of time-consuming side tracks and pet projects that hold back the progress of change. Your vision will also motivate people to make a change that can be uncomfortable or inconvenient at first in order to have a better future. Lastly, a good vision aligns people together so they can leverage each other’s skills and abilities. Characteristics of a solid vision include:
- Aspirational, yet relational – The vision paints a relateable and enticing view of what the future can/will look like.
- It’s desirable – People can relate to the vision and find personal value in the future state.
- It’s reasonable – It may be challenging, but people can see a path to the final solution.
- It’s specific – The vision is clear and to the point.
- It’s flexible – It can shift and mold in changing conditions.
- It’s easy to remember and communicate – The vision can easily be explained correctly, and compellingly in under five minutes.
What makes up a great vision
A great vision provides focus and clarity to associates to know where to go, what to do, and what to prioritize along the way. To say “We want to be the best company in our industry” may seem nice but it provides little clarity. What are we trying to be the best at? Cutting costs? The best dressed? The statement seems relevant but can be interpreted by each associate differently and therefore loses its power. A strong vision typically carries these qualities:
- They are ambitious and at times provocative. Increasing a goal by 5% is not ambitious. Think big, aspirational, and shoot for the stars. It has to be big enough that the change is warranted.
- They generally align with either providing a better quality/service, associate experience, and/or lower costs.
- They take advantage of new technology and trends.
- They carry credibility backed by your Values. They look to add value to the team instead of taking it away or exploiting anyone.
Develop a strategy to achieve the change
A winning strategy around vision casting centers around desirability, feasibility, and clarity. A vision that says, “We want to reduce costs by 5% in one year,” is not compelling enough to be desirable to some although it seems clear, it is not. Are we talking about all costs evenly? Some areas more? What counts and what doesn’t?
Ask your coalition or yourself self-reflection questions to help determine if the vision is desirable or not.
- How will the change impact your customers if it becomes a reality? Are your happy customers still happy? Will this will over those on the fence? Will the change attract new customers? Will the change create a better product or make us more competitive in our environment?
- How will this vision affect associates? Will our most engaged associates maintain their level of engagement (SHOW XXX)? Will the change ultimately improve the associate experience?
Use every vehicle possible to constantly communicate the new vision and strategy
When a change fails to become reality the blame is often laid down on the associates with the idea either that they are too resistant to change or perhaps they just aren’t smart enough to understand what needs to happen. Neither of those things is actually true. Without a strong sense of urgency, a guiding coalition to shepherd the experience, or a compelling vision, the message will fall flat no matter how many times you communicate it.
If you do have a strong foundation of the three previous layers you are ready to communicate your message to your team. Remember, just like recognition, leaders overvalue and overestimate how much communication they do around vision. Communicate much more than you think you need and leverage these layers and elements to effectively communicate with others.
- Keep it simple. Remove all the industry and business jargon and speak plainly about the vision and change.
- Leverage storytelling and metaphors. Both are powerful ways to communicate that people are more likely to remember. (Show 359 4 Elements of a great story)
- Meet the person where they are by offering the message in multiple forums, think town halls, email, personal messages, newsletters, and meetings.
- Lead the change by example and talk about it in your daily interactions.
- Listen to your team to help know what to adapt or emphasize.
- Repeat, repeat, repeat
Mindfully create a vision that compels others to follow and then continue to communicate to the team in a way that is memorable and meets the person right where they are in the work that they do.
Make a better tomorrow.
-ZH
