In this video, Bonnie Hagemann discusses how to create a new vision for businesses navigating uncertainty. For organizations of all sizes, she's the go-to person for developing long-term plans. Because it’s that vision that will give you the best next step as you navigate this whole new world of work.
(upbeat music) - Well we're looking at the future of work and business. It's all pretty uncertain. I mean, it's not like there's a target or some obvious plan that we can move toward with confidence. And to be honest, I think a lot of us are feeling overwhelmed and unclear about what's next. Now, friends of mine that are business leaders are saying, "Well, we know we can't go on business as usual," but they're not sure what it means to be a leader and to be effective in this uncharted territory. Hi, I'm Kelly Ruda with LinkedIn Learning, and joining us again today is Bonnie Hagemann, she's a CEO, a C suite advisor, and an author, and she's going to help us kind of think through what does it mean to revisit and potentially rebuild your vision for this future. Because it's that vision that's going to give us the best next step for our company as we work through this brand new normal. And Bonnie is here. Bonnie, welcome. - Thank you for having me, Kelly. - Absolutely. So when we're talking about this new vision, what exactly are we talking about when we're talking about the word vision? - So, a vision is basically looking three to five years out into the future and imagining a positive future state. And so, it's painting a picture, and you want, as a leader, you want the picture to be compelling. So today, a lot of companies think they have a vision, but it's not really a vision. It's more of a tactical approach, like we want to raise the revenues by 500 million or expand into a certain territory, but that's not a compelling vision. A compelling vision is one that draws employees, draws clients, and even draws your vendors because they want to be a part of what you're doing. - Now, earlier today we were talking about the fact that now is a really good time to rethink that vision. Why is that? - It's a great time to rethink the vision. One of the reasons that people don't do visionary leadership is because it's risky. When you're imagining the future, you can be wrong. And so, we don't want to take the chance many times because we're afraid that if we're wrong, it could cost our job, it could cost the company, it could cause lots of jobs. And so, it's difficult to do and it requires a lot of courage. Today, the silver lining with what's happened with COVID-19 is that organizations have been changed, many to the point of devastation. And if they don't stop and take time to create a vision for the future, then they are probably not going to be successful, won't even be here in the future. And so, there's no risk now in taking a look at your vision and trying to get it right and make it compelling for the future. - Absolutely. Now is the time. So, do you have any experience or have any clients that have gone through this or who have really kind of tried to figure out what they can do moving forward? - Well, we're doing it in our own company. Having gone through 2008, I knew that we would be able to get through this. It was going to take a long time, but I wasn't as afraid as I was in 2008. And so, we took the time ourselves to stop and really zero in on the vision. And so, I knew, on a high level, where I wanted to go, but I did what I coach the leaders to do that I work with, which is I half baked the vision. Meaning that I had a general sense of where we needed to go, but I took that then to the senior team and the employees, and together we finished baking that vision. And by doing that, we were able to really capture the hearts of the employees. And that's what happens, when you create a compelling vision is you get the employees' hearts, and they want to come along with you and be a part of what's going on. - Now, one thing that I noticed you mentioned is you started with a half baked vision, and then you went to senior executives, or to your executive board, and then you went to your employees. So you don't recommend that I just go, okay, I have this vision if I'm a leader, right? You recommend that I really take that time and take those steps? Is that what you're recommending? - Absolutely. If you come up with a vision, and you just say, "Here it is everyone. "We're going this way," and they don't get to have a say in any part of it, then you'll miss that whole piece of getting their heart. And one thing I'll tell you is I've heard a lot of talk about Gen-Yers not being as engaged and not wanting to work as hard. But that's not what I've seen, if they're in an organization with a compelling vision. What I've seen is them be willing to work all night long and there's a lot to say about that with employee connectedness. - Yeah, it sounds like it's, again, a lot about the person, the human, and how to really capture the humanity and the connectedness that we all have during this time. - Right. There's a lot of research out there about employee connectedness and what the research will tell you is you'll have lower turnover, you'll be able to keep people longer. I mean, all of these. If you're a math person, this adds up. Because financially, it's very expensive to get talent. It's very, very expensive to keep talent. And so, it's better if you just capture their hearts to begin with. - It really is that connectedness, yeah. Well thank you, Bonnie. Thank you so much for being here today and sharing with us what to do with our vision. - Thank you for having me. - And thank you for joining us as we navigate this new world of work together.
- Pivoting with limited resources
- Building your new vision
- Stepping into the leadership gap
- Supporting your employees through training
- Onboarding your employees virtually
- Onboarding virtually as an employee
- Managing flexibly with remote/hybrid teams
- Managing performance when workers are remote
- Fostering inclusion and belonging in the new normal
- Talking about race at work