Visioning exercise for teams
visioning exercise for teams
Therefore, the aforementioned study recommended that best approach is to try to touch on multiple senses of purpose as you are rolling out your vision. In addition to the typical “good-to-great” story that many managers rely on (i.e. “We are doing well now, but we want to be excellent”), you can also touch on the positive effects that accomplishing the vision will have on the individual, the team, your customers, and society as a whole.
- Make sure the goals are aligned with the vision. If you notice your team straying away from your main vision when setting goals, then bring them back to the vision.
- Remind your team about the vision on a regular basis. You should be communicating it so often that everyone knows it by heart. For the vision to be useful, people have to actually know it!
- Have your team members break down the larger goals goals into smaller time-limited objectives (and provide help, if needed). This will help to keep them on task, and moving forward appropriately.
- Create systems that enable everyone to keep track of your goals and progress. This contributes to a sense of accountability around the goals that have been set.
Any visioning intervention should look at a time frame of at least a year for it to be meaningful and purposeful for the team. There are instances where we have had to gently point out that one quarter or one half of a year is rather too short a timeline for working on a “Strategic Vision” for the team! Working towards a BHAG often calls for distinct behavior changes that need to be initiated by the leadership team and imbibed by the rest of the team members. Such behavioural changes don’t happen overnight – they require at least a one year time frame to be institutionalized.
On the other hand, if the team needs to chart out a future that is not already well documented – and about which, different people in the team have differing perceptions, it makes a lot of sense to pull in everybody to create a common vision.
The order you do these things may vary based on the visualization.
“So, if I’m facilitating an executive team in strategic planning, how do I get them to define broad goals? All too often the executives I work with focus their plans too much on the day-to-day and their goals seem very tactical. But I’ve seen a few strategic plans you facilitated and the goals are always very broad and expansive. What’s your secret?”
- Begin a group discussion with the goal of mapping stakeholder disposition and level of support regarding your initiative.
- Discuss each stakeholder one-by-one, try to uncover:
- Disposition towards the initiative: are they for, neutral or against? To what degree? Why?
- Level of impact: how much influence will this stakeholder have? High, medium or low?
- Relationship strength between stakeholders: who do they influence? who influences them? To what degree?
- Participation energy level: high, medium or low?
- If you are having difficulty dispositioning a particular stakeholder, move to the next one. Additional conversation may help you get unstuck and you can circle back to the troublemaker.
- As you near consensus, draw your findings using tokens or icons. Discover what works best for you, some examples:
- A green smiley face for a supportive stakeholder
- A battery with one out of three bars charged for a low-energy stakeholder
- A cloud overhead signals a confused stakeholder
As an individual, use the Design Ops canvas to quickly sketch out and think through a Design Ops organizational model or an interesting model portrayed in the press.
Google identifies a strong mission as:
One of these attributes included having and communicating a clear vision and strategy for the team. Easier said than done.
The imagine questions get the team envisioning what they’ll “feel” like once they’re in the middle of living the vision.
Talk to each team member individually about the possibilities for the team at its very best. Define the future. Imagine possibilities.
Ask group members to highlight some of the major differences between now and the future they have created. Most will initially focus on population size and technology change, but also try to elicit changes in attitudes and values regarding the community or surrounding environment, in concepts of what constitutes “progress,” and in standard of living and quality of life. (Standard of living refers to economic success and comfort; quality of life refers to more intangible satisfaction with life in general.)
Ask group members to put themselves in the place of a resident 50 years ago and to try to imagine the likelihood of some of these changes. Were some changes predictable? Were others outside the realm of predicition? Remind group members that the changes of the next 50 years will probably be just as astounding. Things that seem impossible now, may become commonplace ot their grandchildren.
Also, by sharing the vision for their own lives, participants also will grow to know each other better and hopefully encourage each other’s vision.
45 minutes to 2 hours, depending on depth and quality of sharing. It is up to the facilitator to decide how much sharing should be done.
Step 1. Answer the question: “What do I really want?” Describe what you see as the ideal in your mind’s eye, using a statement that begins with “I see…” (For example: I see our department as setting the benchmark of effectiveness and efficiency in all of our operations in an effort to promote the stability needed to realize the highest levels of productivity, performance and profitability.)
Make a master list of all the items identified in the obituary, the company “killers.” Over to the right, list the countermeasure. What is the opposite of the ailment? How will each obstacle be overcome or avoided? These now become the critical success factors that form the framework of the future vision.
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