In an earlier blog, Dolf L'Ortye, one of the founders of Summiteers, explained why a vision is important and how to develop a good vision. In this blog, he focuses on the importance of a clear vision as the driving force behind change and success in organizations.

‍

Strategy in line with your core values

In a previous blog we already wrote about how a vision provides a framework for how you work now, tomorrow and in a few years. It's like a compass that keeps you on track. The core values that you adhere to in everything you do. Your strategy, that's more of an action plan. But that strategy must always be in line with your vision. After all, a strategy that is not compatible with your core values will hamper the success of your organization. This is our vision: doing fun things with nice people. If it were then our strategy to maximize our turnover, there is a chance that something will not fit. Then, for example, doing those fun things is compromised.

‍

You have to live through a vision

You don't just create a vision. You really have to live through her with your entire team. Put ownership of that vision as low as possible in the organization. Only by talking to your team about it often and intensively, you give what seems like 'a sentence' a deep meaning. Does “doing fun things with nice people” mean the same to me as it does to Daphne, to Jurre, to Sanne? The longer and the more you talk about it, the more depth and nuance that vision gets. If everyone has the same feeling about the vision, it gives freedom of action. It ensures that it is intrinsically clear to each team member whether something fits within the company's values or not. This helps enormously in carrying out daily activities that contribute to the success of the organization. If your team does not understand the vision, there is a good chance that the wrong choices will just be made and that the implementation will be less successful. By the way, this does not mean that you also have to call the conversation about the vision that. Make it more practical, if a good example presents itself, we'll use it. The conversation about such a case is a great way to load the vision.

‍

Not everyone shares the same norms and values

We have experienced the importance of this in practice. Paul, Lidia and I started Summiteers. Our advice DNA is so similar that we didn't even have to say certain things. Along the way, we found out that the values and norms that are very logical to us are not for everyone. Only by talking about it over and over again, making it explicit, will you get everyone on the same page. This helps to involve all team members in everyday goals. If your people are not involved, and just look at what their tasks are, you will come a long way, but the chance that things will happen that were just not intended will increase.

‍

Clear compass

We pulled our vision apart in black and white. What does that mean internally, for colleagues among themselves? What does it mean externally when it comes to our relationships and our customers? For example, we pieced together our vision piece by piece, made plans and roadmaps in all parts. They are recalibrated every time. That is our strategy. In the same way, we help organizations that often have quite far-reaching ideas to be successful. We help them take the right steps towards their goal.

‍

Need help with strategy and execution?

We create movement, make something that is complex understandable again, something big, manageable, a (vague) idea concrete and make something difficult succeed. Can you use help with this? Take contact with us. Interested, but no concrete issue yet? Follow our LinkedIn page and get inspired.