Based on several decades of research, the authors have decided that all world-class organizations are powered by three crucial elements: Clear vision and direction championed by top management; trained and equipped people focused on implementation of the agreed-upon vision and direction; and established recognition and “positive consequence systems” that sustain the behaviors and performance required by the vision and direction. Blanchard and Stone distinguish between effective and ineffective vision statements, explain the three elements for creating a compelling vision, and show how to make your vision a reality by mastering the visioning role and the implementation role.

Much talk of the “vision thing” takes the form of platitudes, lists of examples, or high-falutin’ but low-content rambling. Blanchard and Stoner’s article is one of the stronger pieces on the subject. (We recommend Mark Lipton and Patrick Lencioni for their equally useful perspectives.) The logic of metrics and quantitative performance measures matter a great deal when connected to a strategic map. However, the emotional and social aspect of human beings at work is something of a swamp and, as David Hurst has said, a map is useless in a swamp. What’s needed is a compass. A clear vision can act as a compass, showing everyone where they should be headed. Blanchard and Stoner note that organizations without a vision become self-serving bureaucracies. Compelling visions, when well-communicated and constantly reinforced, can enable strategic direction with operational autonomy.

Examples of ineffective vision statements are legion. For a vision to be compelling it needs to reveal the company’s core purpose—the true nature of the business it is in. The authors explain that a true vision statement focuses organizational energy by providing broad guidelines for how to proceed in fulfilling the organization’s purpose and by offering clear pictures of what success looks like. For a vision to be effective, it matters a great deal how you create it, how you communicate it, and whether you live it. Implementing a vision is the hardest part. Blanchard and Stoner contend that this requires inverting the traditional pyramidal hierarchy to put the frontline people—those closest to the customers—at the top where they can be responsible to their customers.

http://www.manyworlds.com/index2.asp...11150510392682

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Simge Velipaşalar