Best Practices for Effective Vision Statement Sessions – Part 2

Last week we discussed the importance of a strong practical vision statement and 5 ways to go about facilitating sessions for it. Here is some continued insight into association planning and executing effective vision statement sessions for your team.

 

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Work in a group:

From experience I can tell you that articulating a practical vision statement is nearly impossible with only 1-3 people. There really is incredible synergy in the wisdom of a group. These leaders will need to define and execute the strategy to achieve the vision, and if they had a role in the creation of the vision, the chances of successful execution are much higher.

Include the right people:

The vision is owned by the senior team of any organization, in particular the CEO or ED. If the entire senior team can’t make it to the session, reschedule.

Take it off-site:

Take your team somewhere you won’t be distracted by everything that goes on in the office. Just getting away really helps give everyone a fresh perspective. In many of the organizations I work with, taking the team off-site sends a signal to the teams, and the other employees, that the work is important.

Work from the bottom up:

Although the overall process is more or less top down, describing the practical vision of the organization is the wrong time for a top down exercise. Using all of the techniques listed here, brainstorm as many components of the future state of the organization as possible, and then group all the things that fit together to come up with the main components of your practical vision statement. This not only makes a better statement, it ensures that everyone is heard, and that the vision of a few people isn’t forced on everyone.

Forget about spin:

This is a confidential session of the organization’s most senior people, which means everything should be on the table, and nothing should be sacred. Very specifically tell your participants that it is their job to articulate the true, raw, vision of the future. Repackaging and communicating the practical vision statement is a job for another day. When you see spin happening during your session, do your best to stop it, your participants will thank you later.

Stay away from strategy:

Although the practical vision statement is part of strategic planning, this is not a strategy. I can’t express how important this is: The practical vision is a statement of what the organization looks like at a specific point in time in the future. How we will get there will come later in our process. The entire business plan will depend on the foundation of a practical vision statement, so make sure it is solid.

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