- Vet with some key stakeholders:
− Explain what you are trying to do with a vision statement and why.
− Verbally present your emerging vision.
− Ask for participation and feedback.
− Explain your process.
[☛5.7 Stakeholder Groups, 10.7 Getting Participation]- Redraft:
− Check for system and environmental alignment: Where will current realities and
systems be out of sync and give rise to cynical reactions?
[☛2.2 7S Model, 5.6 Aligning Systems]- Refine with a larger group of stakeholders:
− Start the systems alignment and action process.
− See Change Leadership tools: a vision significantly different from the current one
starts a series of changes to support the new vision.
[☛5.1 Change Equation]- Publicize through a multiple process:
− First and foremost, through personal
explanations.
− Continue and sustain the changes
that flow from the vision.
[☛8.3 Organizational Communication]VISIONING REALITY CHECKS
❑ Can I and others explain this vision to any stakeholder in five minutes or less?
❑ With what other visions—previous or other leaders or stakeholders—might this be in
conflict? (Note that these visions may be implicit—not clearly written or stated—but
driving action nonetheless.)
− If you lead a unit within a larger organization, do these visions nest? (See diagram.)❑ If this vision were made real, how would it affect:
− customers, users, and clients?
− shareholders, stockholders, and stakeholders?
− employees?❑ Would this pass the Bulletin Board test?
− What would people say if you could hear their thoughts and personal conversa-
tions as they read it for the first time? (On the other hand, cynics are always with
us. You can’t be sidetracked by them.)
− What reservations would the stakeholders have? How could they be dealt with?❑ Am I willing to lead the changes that flow from the new vision?
SECTION 2 TOOLS FORBIG-PICTURETHINKING 53
“Where is this real world
everybody keeps talking
about?”
Ashleigh Brilliant