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For me, I’ve found having a vision statement helps that clearly grounds your vision in the purpose on objectives of your team.
“The XXX team focuses on blah blah…
We do this using…
By doing this, we drive YYY outcomes for whoever is important to you”
It makes the role of your team really clear, helps people understand what their purpose is and how that helps your customers or the wider business. Once I develop this, I found that testing it internally with other senior leaders is helpful, then with trusted team members, and once it’s final, with your team.
The phrases I use in my functions purpose and vision statement are also part of my everyday vocabulary - so it’s not just something I write and forget about, it guides decisions that I make, the way I speak about who we are and what we do, and empowers my leaders to also make their own decisions as they understand what I’m trying to achieve.
Microsoft are really good at this - they have a very clear purpose that everyone within their organisation can speak to, that infuses their marketing, their big events etc.
I absolutely agree with this OP. I always say the speed of the leader is the speed of the gang. Your team has to clearly see the vision and know that everyone is working together towards the same common goals. And I think its important to be a manager that works alongside your people instead of barking orders from the top.
I’ve never had a problem with this. You can’t just dictate a vision. If you say it’s like a painting then my team members are the paint. If I make it interactive they color the canvas and give it life. Ask questions, get feedback.
I may be a terrible person for saying this because it’s like manipulation however, many times I’ve delivered a vision and had effective interactions but the entire time I was at the helm guiding the interaction to my already mapped course. Does it make sense? This works for me because it accomplishes the goal of resonating.