Voice to Vision to Action

Monday, June 15, 2009 | 10:21 a.m.

I recently returned to Las Vegas from Indianapolis, where I facilitated strategic planning sessions for a structural engineering firm, CE Solutions Inc. CE Solutions is a small firm, but a firm with a big vision and a work ethic that ensures that they are constantly moving toward that vision.

The flight home was uneventful, allowing me to read a few back issues of BusinessWeek and reflect upon the events of the week.

Strategic planning is an activity in which many companies engage, but one in which very few develop a strong and strategically advantageous “vision.” Sure, many firms have vision and mission statements, but how many can really “feel” their vision? By that, I mean that so many visions are only words and, in some cases, just statements of current reality with superfluous words such as “best,” “significant,” “largest” or “increase” mixed throughout. These words do not add much meaning to a vision. They are vague and difficult to aspire to, don’t generate dialogue and generally don’t lead to action.

Many firms have not realized that one of the most important aspects of vision is its ability to stretch a company and help pull it in the direction of the vision. It’s not what a vision says, it’s what a vision does that is important. Even rarer than firms that have a strategic vision are firms that can translate their visions into tangible action plans. A vision without action is just as unrealized as action without vision. Neither will get you to where you want to go. Following are my thoughts on a process to develop vision into action:

Voice. One of the first steps in developing a company-wide vision and acceptance of that vision is to develop the ability to voice and the ability to listen. These two aspects go hand-in-hand. Without listening, there cannot be voice. Without voice, there cannot be listening. One needs to develop an environment in which voice is encouraged, not stifled. This can be reinforced through strong listening skills and through accepting one’s voice without judgment.

As a leader in a firm, it is important that you suspend judgment during dialogue or discussions to allow ideas to emerge. The most important part of the session is to allow others to voice and for you to capture those ideas. Write the ideas down, share them and use them as the catalyst to develop vision.

Vision. Developing a firm vision is essential if you are to chart your firm’s course. Think of vision as the North Star that was once the primary guide that enabled mariners to keep their ships on course. Vision is the guiding light that causes people to want to work to achieve that vision. It’s supposed to be a bit fuzzy. If the path is too clear, perhaps you are not stretching yourself or your firm far enough. A vision must be crafted so that it is authentic, inspiring and understandable, and not just to the one who is leading the charge, but for the company and its employees as well.

According to a recent article on QuickMBA.com titled “The Business Vision and Company Mission Statement,” most visionary goals fall into one of the following categories:

• Target -- quantitative or qualitative goals such as a sales target or Henry Ford's goal to "democratize the automobile."

• Common enemy -- centered on overtaking a specific firm such as the 1950s goal of Philip Morris to displace RJR.

• Role model -- to become like another firm in a different industry or market. For example, a cycling accessories firm might strive to become "the Nike of the cycling industry."

• Internal transformation -- especially appropriate for very large corporations as when GE set the goal of becoming number one or two in every market it serves.

These types of vision statements, while arguably successful, are not as robust and inspiring as they could be. I prefer vision be more descriptive, like a story. If you can tell the story of the future -- how it will look, how it will feel, how people will work within it -- you are on to creating a vision to which your firm can aspire.

Action. Action is where it breaks down for most firms. Too often, firms think that once they have developed the blinding vision, they are done. Unfortunately, the work is just beginning. I suggest starting by asking: “What steps must be taken to achieve our vision?” Spend time answering this question and capturing your answers.

A technique I use is to question the group about why the company has not achieved its vision. Write down the answers and then ask again regarding each answer. Continue the process until the question is exhausted and then analyze all of the answers. This exercise is very effective in helping to set context and to prioritize tasks that must be completed before others are tackled. Working backward from this series of questions can help set your strategic action plan.

Vision is important to a company. Action puts the vision into place. I’m reminded of an old saying, “If you don’t know where you are going, any path will get you there.” Use vision to define your path.

I’d like to hear from you:

• Do you feel your voice is heard in your company?

• What is your firm’s vision? Can you “feel” it?

• How does your firm translate vision into action?

Until next time …

Craig