Vision. Mission. Purpose. Core Values. Strategy. Goals. Business Drivers. Competencies…….what do they mean? How are these concepts similar? How are they different? Do they matter? How do they work together to move an organization forward? What do they mean to a Talent department?
It goes without saying that Talent leaders need to find a way to cascade these organizational aspirations, often proclaimed from the highest levels of the organization, down to their teams and help them establish and maintain a connection, a “direct line of sight,” to those top-level messages. It starts with making sure we understand the vision ourselves. But that’s really not enough….
We need to translate that organizational vision into an inspiring, realistic vision for our teams.
If it all starts with a vision, how do we create and communicate it? Unfortunately, not everyone is “visionary” by nature, but it is a necessary quality for effective leaders to possess and demonstrate. If this isn’t a strength for you, don’t fret…it is a LEARNABLE skill!
For years, I’ve been saying that measuring and evaluating the success of Learning & Development programs must include a deliberate blend of quantitative and qualitative data. Simply put, we need to balance “the head and the heart” to ensure that we are truly adding value. Setting and communicating a vision takes a similar mindset.
Sure, we need to consider HOW we achieve or realize our vision (the quantitative “head”), but it all starts by getting your team to feel, embrace and yearn for the vision (the qualitative “heart”).
It’s emotion. It’s passion. It’s in your gut. It’s what kicks us out of our complacent routines and makes us remember why we do what we do.
I was listening to one of my favorite podcasts in the car today that really got me thinking about just how important this is. They shared an incredible quote from The Little Prince by Antoine de Saint-Exupéry (my high school French teacher would be so proud) that sang to me (so much that I rewound that bit of the podcast 3 times to listen to the quote again and again):
“If you want to build a ship, don’t drum up the men to gather wood, divide the work and give orders. Instead, teach them to yearn for the vast and endless sea.”
Dang, that’s good.
How often do we get caught up in the details? The tasks? The budgets? The busy-ness? Without realizing it, that’s the message we send to our teams, which is about as UNinspiring as it gets, amiright?
We’re burning them out instead of setting them ablaze.
The podcast episode I was listening to, “4 Steps to Communicating Vision,” on the Lead to Win podcast with Michael Hyatt, went on to share these tips for creating a vision. I’ve added a few thoughts to how we, as Talent, HR and L&D leaders, can really make these come alive with our teams:
>>>A statement of culture
The podcast suggests that this statement (which may be more than a single sentence), answers the question, “Who are we?” For our teams, this should clarify the value we add to the greater organization.
“The Talent Development team at ABC company are professionals, serving professionals, helping all ABC employees learn, grow and succeed.”
>>>A description of product
Your team needs to have a really, really laser-focused understanding of what you do, and what you don’t do. If my years of experience have taught me anything, it’s that whenever there is an issue with the business, the “training team” is often on speed dial (whether or not it truly IS a training issue…can I get an “Amen”?). Start with your team, then evangelize across your organization.
- We assess business goals, needs and projects to identify the learning needs of all stakeholders.
- We are skilled content creators and training facilitators, dedicated to developing top-quality programs, materials and resources that aid strategic, just-in-time learning.
- We are experts in establishing, nurturing and maintaining an engaged, skilled workforce dedicated to our mission of serving customers.
>>>A concept of the market
Who do you serve? In some organizations or teams, this might be a relatively simple question to answer. But with today’s increasingly complex business landscape, this might be more of a challenge. Global, matrixed, disbursed companies = an even greater need to help teams understand the market.
A leader at a company I used to work for was often quoted as saying, “There’s no such thing as an internal customer.” What he meant was, there was one customer. The person buying your products or services. (He referred to “internal customers” as “business partners.”)
Okay – I see his point. But in the Business of Talent, we are often (not always) a step removed from the true CUSTOMERS. So we need to understand how we align to and serve them, even if indirectly. I know that I can draw a connection to a customer, but can my team make the same association? Simplify this by articulating who you serve.
“The Talent Development team at ABC Company provides training, employee development programs, learning tools and resources to all employees.”
>>>A desired impact
I could come up with my own words, but the post from the podcast episode said it best, so I’m just going to take it and run with it….a desired impact answers the question:
By the time we’ve identified who we are, what we do and who we serve, it’s only fair to specify WHY we do it and what the result will be if we deliver on our promise.
“Through our programs and resources, all ABC Company employees may have the tools they need to be successful in their current or future roles, effectively serve our customers and drive tangible business results.”
Let’s stitch these 4 pieces together:
The Talent Development team at ABC company are professionals, serving professionals, helping all ABC employees learn, grow and succeed.
We assess business goals, needs and projects to identify the learning needs of all stakeholders.
We provide training, employee development programs, learning tools and resources to all employees.
Through our programs and resources, all ABC Company employees may have the tools they need to be successful in their current or future roles, effectively serve our customers and drive tangible business results.
This would be an excellent exercise to share with your fellow Talent/HR/Learning leaders for a team retreat or strategic planning meeting. Naturally, you’ll want to expand this with your own priorities, leadership qualities and behaviors that drive personal, team and organizational results. Play around with the concept and discover what fits for your culture, team and company! Check out the show notes from the podcast for some killer examples.
My challenge to you, friends, is to set a vision and use every opportunity to make your vision come alive with your team. Use it to showcase the value you bring to your organization!
Your turn: What are your thoughts on setting and communicating a vision with your team? Have you done this in the past? How will you use this information? Please share a comment, or share this post with a colleague!