Creating Your Vision
- The act or power of seeing with the eye or in your imagination
- The ability to perceive something not actually visible
- Something seen that is a force or power of the imagination
- Give someone the authority or power to do something.
- Enable someone to do something.
- Make someone stronger and more confident.
When you take a step back, whether it is at a new job or a job you have been at awhile, what is your vision for your area of responsibility? It is yours to shape. What are your priorities and goals? What is your plan for the next two to three weeks? How is your team doing? What do the stats say about your performance? What are the immediate things that you should be focusing on? How are you going to get better as a leader? What could your location accomplish if you removed some of the barriers to success?
- Vision. What do you see as the next big steps? How could the environment, resources, the employees, the team, the customer service be at its best? What would it take to make that leap?
- Challenge. Help your team members believe ‘we can do anything’. Use every means of communicating your compelling vision. Enlist management to help you tell the whole story and talk about the goals.
- Open Up. Don’t hold anything back. What is known about empowerment and engagement is that the more employees know about where you are, where you are going, and are involved in how to get there, the more they will help you carry out the plan.
- Question. Ask questions. Talk to your team members, your customers, your peers, and your boss. Make your own observations as objectively as you can. Put the information all together and see what picture it is painting. What do you need to hold on to? What do you need to act on?
- Defend. Once you have decided upon a plan of action, the image you will project, rules for behavior, hold on to your reputation and high levels of expectation. Involve everyone in holding each other accountable for the standards agreed upon.
- Empower. Freedom creates discipline. Create an atmosphere that allows people to use their brains, their strengths, and their personalities to engage with customers, to solve problems, and to get the job done in an excellent way. You will be surprised that the more freedom you give, the more involved your team will be. There will occasionally be an exception and you will coach and redirect to get them on track. If not, you will invite that person to find their place elsewhere.
- Learn. Continue to be open to learning and revisioning. Take time for reflection periodically. Respect the journey. Understand that the concept is continuous improvement but remember to celebrate the milestones.
- Decide. Take some time to think about what kind of leader you want to be. What style of leadership is most natural to you? What style of leadership fits the different scenarios you find yourself in.
Quotes from, author of “It’s Your Ship: Management Techniques from the Best Damn Ship in the Navy” -D. Michael Abrashoff,
“Previously, people were fighting to get off the ship. Now they were fighting to stay aboard. That kind of desire translates to performance.”
“The winning leader’s first principle is ‘Optimism rules. And the corollary is ‘Opportunities never cease’. The bottom line: It’s your ship. Make it the best.”
“Decide your ship will be the best. Repeat it to yourself and the team often. Eventually you both will believe it. Sure, it is corny, but it works. Confidence is infectious.”
“Confidence makes the difference. Give someone a very special gift. Build up their confidence, the confidence to succeed, by believing in them and their ability.”
Watch this video: “Most Leaders Don’t Even Know the Game They’re In” by Simon Sinek