It’s good to have a new vision for your company, because we expect our leaders to know where they’re going, or why they’ve chosen to lead in the first place. A business is a voluntary pursuit after all, one you decide to run not just because it’s what you’ve always done, but because you believe in principles and the necessity of your presence. Without that confidence and commitment, nothing else can happen.
Moreover, if you can’t sell yourself on your own vision, then it’s hard to sell that to others. This much is true no matter the form of leadership – in the military, the enlisted personnel have to trust their officers and not only because they’re sworn to, but because entering a dangerous situation will demand it.
Thankfully, the stakes are much lower in the commercial space, but that doesn’t mean abject competition is any less pressing to you. Let’s say you’ve put together a vision. At what point do staff begin to trust it?
Let’s consider that, below:
When You Can Communicate It
Without the ability to fully, yet still briefly, explain your vision, no one can really adapt to it. It’s essential to make sure you can list how, why, and where the effort is going to be placed to make it a reality. If you’re correcting a problem, make certain you explain the scope of what your changes will fix. If you’re focusing on a marketing opportunity, make sure you clearly showcase how and why you need to focus on that right this minute. This only works if you communicate:
When The Vision Has Contingencies
No staff member wants to think you’re committed to a vision because it sounded good at the time. They want to know you’ve thought it through, and capably at that. Put contingencies in place and ask all the questions those under you will want to know, and make sure you have the right facts and figures to hand. If your vision can immediately be poked through if given a little more context, that will immediately convince those you lead that the vision is half-baked.
When Can You Allocate Defined Resources
If you can easily point to steps of the plan to be executed, including when, how and what resources will be allocated to it, then the vision seems more tangible and not something written on a napkin in a bar. For example, if you hope to enrol into open banking for business services, then it’s essential to understand why, how, what the onboarding process will be like, and what the forecasts are for saved time and compatibility with other services. If you can do that, you’ll be on the right track, with a vision that is both daring but stands up toe scrutiny.
With this advice, we hope you can more easily trust your vision, and by extension, see those you lead trust it too. That’s why putting the finer points on any plan is essential before you communicate expected to work on it.
