Share a vision of where you are going in the minds of your stakeholders. In this video, Bob McGannon explores a number of factors you should include as part of your vision. This includes enhancements to published corporate values, and helping to implement corporate strategy. Learn that a more successful vision includes prioritized goals, ensuring those goals are realistic, sharing the journey and ensuring you put your vision to the test before publicizing to your stakeholders at large.
- I love to travel. Part of the adventure starts when I scan travel websites and brochures to plan where we might go. I usually read every word about a potential destination but it's the compelling photos that help me make my final decision. Picturing what it might be like to be at our holiday destination seals the deal for me. Taking staff through a change initiative is not too different. You need to share information and that can be done a number of ways.
However, you'll be more successful if you paint a picture for stake holders by sharing the vision of where you're going. There are a number of factors to consider when sharing your vision. First, seek the leverage corporate values that are published and accepted by your staff members. People usually stay with a company when they're comfortable with the corporate values. Since your change initiative can alter or potentially enhance those values, it's important for you to reference these values when creating a shared vision.
Rest assured, if you don't, your clients will do so on their own. Doing so is part of your messaging helps ensure the right vision is understood. Second, tie your change initiative to any understood and accepted corporate strategy. This can provide a boost to your change results if people understand how your change enhances how to strategically move the company forward. Next, create prioritized goals. Change initiatives can be quite ambitious, so it's important to insure your staff members are focused on the highest priority objectives.
Stating your goals and priorities can help busy stake holders take action at any given moment. Without outlined priorities, those actions can be inconsistent and create challenges for your change effort. Next, make certain you prioritize business' usual activities along with your change tasks. For instance, you may want your sales team to continue selling product while you're making changes. Yet, you may also need their time to ensure your changes are sound.
Make sure they understand their work priorities and that management is alignment with the balance between change and standard work assignments. Fourth, consider that its okay to dream, but make it realistic. Some change initiatives have far reaching and longer term strategic objectives. And that's okay. However, if you get too far ahead with your change vision, you may leave your stake holders stunned instead of supportive. In the United States, president Kennedy shared a vision of sending men to the moon.
This was a big dream for one decade, but it was achievable with a concerted effort. I doubt he would have been as successful if he started by talking about reaching Mars. You should also consider sharing the steps that lead to your vision. For instance, telling your family about going camping when you've never gone before could create fear and trepidation. However, sharing that you'll have a camper with queen size beds, air conditioning and other amenities might just get you a bit more buy in from reluctant family members.
And finally, here's a very important recommendation, put your vision to the test before sharing it widely with your staff. Test it to ensure your vision aligns with key stake holders. Make adjustments if necessary and then share your change vision more widely. Those are my recommendations for sharing your change vision with your stake holders. Try these out and your travels are more likely to take you to a five start hotel on the beach.
- Understanding the levels of change management
- Working through the five phases of change management
- Creating a change plan
- Communicating change
- Implementing change
- Managing risk
- Reinforcing change
- Evaluating the change
- Guiding individuals through change