VISION--

DON’T LEAVE IT TO LUCK

It’s easier to put a vision statement on the wall than it is to put it into action.  A vision that motivates is aspirational.  As internal stakeholders review the vision they are inspired, “We’re not there yet, but won’t it be great!”  A solid vision presents a picture of the future that your key stakeholders want to be a part of.  Does the vision statement of your organization inspire? 

To achieve vision requires change.  The challenge, after the strategic planning session wraps up, many executives fail to realize the magnitude of change required to make the penned vision a reality.  Are those within your organization committed to vision fulfillment?  Do they understand their role in vision achievement?  Do they see the benefits and rewards that come from vision fulfillment? 

Too often strategic planning remains in the clouds, an activity for upper levels of the organization.  The only thing that changes year to year, is the location for this year’s retreat.  An organization serious about achieving vision, gets serious about communicating – and, not one way communication! 

Engagement is an active, not passive pursuit.  It’s not talking at employees, but with.  It requires an authenticity that belies pretense or posturing.  It allows your team members to personalize the vision.  This is how personal accountability and ownership happens. 

Action Focus:  Have you committed the time and resources to put action behind your vision statement?  Can those on your team articulate both mission and vision?  Have you actively engaged employees in a way that motivates and inspires?

“The secret to success is

constancy of purpose.”

                            --Benjamin Disraeli

INNOVATION--

A NECESSARY FACTOR

In a recent conversation with a client I greatly admire he shared, “Dr. Mel, if we’re not reinventing ourselves every 3-years, we’re destined to fail.”  He went on to share the challenge of being the innovative visionary that at times felt he had to push, cajole, challenge others to take necessary innovative steps.  Do you experience the same risk-aversion in your organization?

Consider since World War II, private and public sector professionals have been schooled and trained to be efficient, effective and economic – not innovative.  Many still enter their workplaces daily with the motivation to make it through the day or put out today’s fires and let tomorrow worry about itself.   Such thinking flies in the face of the U.S. Council on Competitiveness report that states, “Innovation will be the single most important factor in determining America’s success through the 21^st Century.” 

    

It’s not about working harder or longer and thinking we’ll be the best, we’ll change the world, we’ll achieve our vision.  It’s about intentional, focused development of creative and innovative practices within our organizations that remove us from the insane practice of doing the same thing (even if we do it cheaper or faster) and expecting better (different) results.  

What have you done to build a culture of innovation?  Have you developed this imperative skill of the 21^st century in those you count on to produce results within your organization? 

CELEBRATING LUCK

(of the Irish & Others)

“Someone has said that the “p” is silent in the word “luck,” but it belongs there nevertheless.  Investigation usually turns up the fact that the lucky fellow is the plucky fellow who has been burning midnight oil and taking defeat after defeat with a smile.”

--James Hill