When you hear vision statements, what comes to mind? Can you remember your favorite vision statement? Can you describe your least favorite vision statement? Or, do you really just think a vision statement is hokey – some form of “Dilbert-speak” or something a management consultant would put together and charge you a lot of money for?
I used to think vision statements were worthless (at best). Then, I got in a job facilitating a form of Hoshin planning. This was a particularly popular strategic planning process in the mid to late 1990s. The form we used at work started with identifying a team’s vision statement – where they wanted to be in 10+ years.
In this job, I facilitated sessions around the U.S. I was also asked to facilitate seven teams’ sessions in Singapore. I really enjoyed all these sessions. They helped me to learn so much about the business areas our teams were involved in.
Getting prepared to facilitate so many sessions prompted me to do a lot of reading on vision, mission, and strategy. One of my colleagues recommended a book entitled “Be an Orange” by Larry Taylor. I found this book rather valuable in helping teams craft solid vision and mission statements. I still believe in the power of a strong vision, largely due to this book’s influence.
In his book, Larry Taylor says “a vision should be symbolic, worth the sacrifice and strategic. The vision statement should be no more than three to five words.” He shares a few examples of visions statements that follow his guidelines. Taylor’s consulting firm’s vision statement is “Be an Orange.” They wanted to avoid apples-to-apples comparison. This vision aided them to stand out. Federal Express’ (now FedEx) vision statement was simply “Get it there.” In hindsight, that one definitely worked!
I used this book a lot in coaching and leading teams. Sometimes it was to facilitate a group vision from the team. Other times, it was to cast my vision for the team. When I took over leadership of a new team, I usually gave myself 90 days to develop and cast the vision. That would give me the time necessary to get the lay of the land and understand the challenges the team faced.
One particular time, I had to come up with a vision based on first impressions. I assumed a disparate team of facilities that were intensively competitive. During our first in-person meeting, the temporary leader asked me what my vision for the team was on the second day of our meeting. I believe I had been in the job for two or three weeks. I drew on my logistics and network planning experience and education and came up with “One network, nine nodes.” While the team was competitive, they were competing against each other, and had little view of our external industry position. I gave them my first impression and challenged them to rally together to beat our true competition. I believe it stunned some, because they were silent for quite a while.
They eventually rallied behind this vision, and did it just in time. Within three months, we were faced with three unprecedented supply chain disruptions. The team had to work together to pool resources when Hurricane Rita knocked out our largest facility. I saw this disparate team rally together to help the group mitigate the impact of these disruptions. We met these three challenges in ways that had never been done before in this group.
I have come to agree with Larry Taylor’s three characteristics for a vision statement:
- It should be symbolic. Showing a group of supply chain professionals that they were all part of one network was the right approach. It spoke to them, and gave a rallying cry to the team.
- It should be worth the sacrifice. Each person had to give up their rivalry with each other. As a result, they learned a better form of trial – besting our industry competitors. They could easily see that the sacrifice yielded positive results for the company.
- It should be strategic. I can’t imagine the level of failure we would have had in facing the three major supply chain disruptions as a group of nine disparate facilities. When the largest went down, it would have affected all of us. This was the right thing to do.
I also agree with short vision statements. They are easy to remember, and you don’t need to print up a bunch of vision cards for everyone. They’re also good discussion starters, because people will ask what those few words mean. This gives a great opportunity to showcase the team’s purpose and direction.
What are your favorite vision statements? Have you heard any that made you laugh? For the vision statement you liked the best, what made it so good in your opinion?
Have you worked with a team that doesn’t have a vision? Do you lead a team without a vision? I believe it’s one of the leader’s highest priorities to determine and cast the vision. What leader has done that particularly well in your experience?
I’d love to have your comments and hear your answers to some of these questions. If you are a leader who needs to develop a vision statement, let me know. I can help, and would love to add value.
