We want to make more money.
We don’t have enough time.
Business scholars talk about having a vision and adding value, but they couldn’t have more things to do on their desk than I have on mine. Why do I need a vision anyway? I’m not George Bush, Gandhi or Martin Luther King Jr. I’m just an owner of a small business.
As an owner and leader, one of your key challenges is to keep your best people. Some employers are giving away prizes to just get entry-level employees to fill out job applications, so you need to find ways to keep your people. You might ask why a paycheck is no longer a good enough reason to stay.
Consider the following:
- There is some employer out there who will show them more money than you do. How many employers have felt that they have had an employee “stolen” from them?
- Generation X and Generation Y employees are more entrepreneurial. This presents a leadership challenge to provide them with interesting assignments. Telling them to do something because you said so no longer works. They want to know why.
- Older employees are staying in the work force and they want fulfillment (notice the greeters at Wal-Mart) and a sense of purpose.
- Many people don’t care if they “burn your bridge.” Your competitors would love to hire them tomorrow.
A recent study by Watson Wyatt Worldwide found that the top drivers of employee loyalty are trust in the leadership and a chance to use their skills. Trust is built by communicating where you are going and giving people the chance to use their talents toward this purpose. That means having a vision.
For a vision or a mission to be truly energizing, it has to be about more than just “Show me the money!” While it is critical for businesses to be profitable (and I am certainly not averse to making money), others working on your teams really don’t care about your pocketbook. They want to get their bills paid, have some time and money to enjoy themselves, and contribute and be recognized for their efforts.
So how can you create a vision that unites your efforts? Consider this four-step process:
1. Think about what really bugs you within and/or outside of the company. This can help focus your vision. My area of interest and concern has been education (one-fifth of the workers in this country cannot read above the third grade level). Our company vision, “Great People Getting Better,” has included several educational and training programs to benefit all levels of our employee base. If you cannot determine what your vision is, consider what leaders you admire and what it is about their vision that inspires you.
2. Ask, “Does anybody else care about this problem?” and “Who wants to work with me to figure out this ‘vision thing?'” For a vision to be truly exciting, others on our team have to see the mutual benefit. Are they going to feel good because the vision is either helping them or the larger community? Others must be committed and involved.
3. Explain it in simple terms. This is not the time to impress people with big words. The vision must be understandable for the person at the lowest level of the organization. Communicate the vision as frequently and prominently as possible both verbally and in writing.
4. Focus your efforts. If you have 10 things that you want to accomplish with your vision, you will probably get none of them done. Concentrate instead on one or two key items to rally around.
Are you still confused? If so, consider working with a leadership coach of mentor, or sign up for a strategic planning or leadership course through your local chamber of commerce or university.
Mike Foti ([email protected]) is CEO/chief visionary officer of Cleveland Glass Block and President of Leadership Builders. Foti speaks, coaches and trains organizations and individuals to improve their influence and grow their businesses, and can be contacted at (216) 531-6085.
