Have you ever been on a team where it seemed like what you and your counterparts were doing didn’t always line up with everything your manager was saying needed to happen?
WHAT YOU WILL LEARN
Think about the people on your team right now. What do you imagine they understand your vision to be? Do they believe that your vision is getting a feature completed by next week? Do they believe your vision only extends 7 – 10 days out from where you are now? Maybe six months? The answer to the question is probably, “YES”. That is probably what they think your vision is. They probably only see the next 7 – 10 days worth of your vision based on how you communicate on a daily basis with them. And they only see six to twelve months worth of your vision based on the meetings you have with them and in times when you attempt to share your vision.
The problem with this is; they don’t have the ability to capture the fullness and the high value of where you’re leading them. They have a lack of information to be able to decide whether or not they believe in the vision you’ve put together for them and the department. Because they don’t know what the vision is that you put together for them. They don’t know what the next five to ten years look like for the department in your mind. They don’t even know what the next two to three years looks like. Your team doesn’t understand the impact they will be making for people in the future, for themselves in the future, or for the company in the future.
The reason they don’t have the information they need to understand a vision that’s that long term is because you’ve done a poor job of sharing it with them. People need constant communication, constant reminders. Consistent flow of information. Information that you share with them all the time. But not in the same context.
In a previous episode, I talked about sharing stories and sharing your vision in a sequential context. Meaning a story, a song, or a poem of some kind. Something that triggers an emotional response whether it’s positive or negative.
Generally, of course, you want them to have a positive relationship with the vision you have. So, a lot of times what you can do is you can mould the vision you have of the next five to ten years for your department. Around a story related to an accomplishment or achievement, somebody on the team has made. In a previous episode, the way that I shared this was, you found someone on your team who completed a feature, maybe they did it in a great amount of time, or they did it by themselves and it was incredibly challenging, something like that. They helped the team meet or beat a major milestone. And so, the positive emotion for your vision is correlated like this, “hey everyone gather round, I want to thank so-and-so for complete this feature on time or early. The reason this feature is so important is that it means that next year, once we have all of the pieces combined with this feature, we’ll be able to launch our product and finally have the ability to generate revenue for the company. So, Thank you, so-and-so, for all of the work you’ve done. I also want to share with you all the reason why we want to do x, y, and z in the next twelve months with this feature.
In three years from now, we plan to make our department, the most profitable department within our company. The reason we want to do that is that there are lots of departments in this company. Some of them are profitable, and others are losers. Losing money, they are not loser people, they are sucking money from the company. So they are losers to the company as they lose money. We want to position ourselves in a way that we are winners. We are all winners right now. You are a winner, you are a winner, you too are a winner. We are a group of winners. And to prove that to the company, we have to generate revenue. To prove that we are the biggest winners, we must generate the highest profits of any department. So that’s what we plan to accomplish over the next three years. And we’re going to do that by completing all of the features that tie into so-and-so’s feature – thank you for all of your hard work on that, and then everyone here is going to have opportunities as we rise up and build out this department. As we grow, and as we add people here to the team. We are a group of winners, you are a team of winners.”
So that’s one way you can share vision for your department that creates a positive emotional response, it is placed in a sequential context. We’re doing this now, we’re doing this in a year, we’re accomplishing that in three years – so the context is sequential. We say how things are going to happen in a sequence. A sequence just like the way we remember the alphabet or a song, a sequential pattern.
WHAT YOU HAVE LEARNED
That is how you share vision with your team. On a consistent basis, telling stories sharing it in a contextual context. If you need help with this lemme know. If you’ve got questions or information you’d like to share related to this episode, make sure to leave your message in the comments. And before you leave, remember to subscribe. Until next time, good luck – no regrets.
If you’re ready – start with my free training.