Leadership:Setting A Vision

What is a “Vision?”

What’s a Vision?

“A picture of what an organization could and

should be.”

Why is having a shared Vision important?

One Study:Asked - “What do you look for and admire in a leader (defined as someone whose direction you would willingly follow)?”

Then asked, “What do you look for and admire in a colleague (defined as someone you’d like to have on your team)?”

What do you think was the number one answer for both?

Leadership & Vision

NUMBER ONE ANSWER: “What do you look for and admire in a leader?” and “in a colleague” – honesty.

However – the #2 answer for a leader was: “he or she be forward-looking.”

(For colleagues, very few selected this answer.)

This points to a huge challenge for the rising executive:

The trait that most separates the leaders from individual contributors is something that they haven’t

had to demonstrate in prior, non-leadership roles.

“Being forward-looking—envisioning exciting

possibilities and enlisting others in a shared view of the

future—is the attribute that most distinguishes leaders

from nonleaders.”

Leadership & Vision

According to researchers who study executives’ work…

Only 3% of the typical business leader’s time is spent envisioning and enlisting.

How far?• Leaders on the front line must anticipate merely what

comes after current projects wrap up. • People at the next level of leadership should be looking

several years into the future. • And those in the C-suite must focus on a horizon 10

years and beyond

“A hallmark of great leaders is that their vision includes

big ideas. Big ideas get people excited.”

Leadership & Vision

Leaders must ask, “What’s new? What’s next? What’s better?”—but they can’t present answers that are only theirs.

• Teams and colleagues want visions of the future that reflect their own aspirations.

• They want to hear how their dreams will come true and their hopes will be fulfilled.

• Often what leaders struggle with most is communicating an image of the future that draws others in—that speaks to what others see and feel.

Creating a Shared Vision: The Process

Step 1: Review Existing Mission, Vision, Values & Goals of the organization - “Know Where you Stand”

Current Mission, Vision, Values, & Goals

Mission Vision Values Goals

“Why does *** exist?” What is our purpose?

“What must we become in order

to accomplish our fundamental purpose?”

“How must we behave to create the hospital that will achieve our

purpose?”

“How will we know if all of this is making a difference?”

Creating a Shared Vision: The Process

Step 1: Review Existing Mission, Vision, Values & Goals of the organization – “Know Where You Stand…”

Step 2: Look at essential information that will shape the future vision: “… Know what you’re likely to encounter!”

SWOT Analysis of ***/Department

INTERNAL

EXTERNAL

POSITIVE NEGATIVE

Strengths/Assets

Weaknesses/

Liabilities

Opportunitiesfor Revenue Growth/

Improved Health Outcomes

Threats/Challenges

Creating a Shared Vision: The Process

Step 1: Review Existing Mission, Vision, Values & Goals of the organization

Step 2: Look at essential information to shape the future vision

Step 3: Visioning Brainstorming… “Paint a clear picture of where you want to go.”

Team Activity:Visioning Brainstorming

1. In one sentence: What do you want people in the community/hospital leaders to know about us?

2. In one sentence: Where Do We Want To Be a year from now?

Visioning Brainstorming

With those responses, get everyone involved to combine them into one

shared “Visioning Statement.”

Step 1: Review Existing Mission, Vision, Values & Goals of the organization

Step 2: Look at essential information to shape the future vision

Step 3: Visioning Brainstorming: Paint a clear picture of where you want to go.

Step Four: Vision Plan/ Objectives: “Develop a plan of how you will get there.”

Creating a Shared Vision: The Process

Vision Plan: Brainstorming

Together: identify the primary objectives we need to make our vision a reality.

Answer this: “If one year from now, we have exceeded

all expectations for our hospital, what will we have accomplished?(For our staff? Our patients? Our Community?)

“Here’s where we are – here’s where we want to be – what has to happen to get us there?”

Group Consensus

After setting Vision Objectives to help you reach your vision, close with:

• What have we decided today?

• What have we agreed to do today?

• What is YOUR role in making the vision a reality for our department?

“ As counterintuitive as it might seem, then, the best way to lead people into the future is to connect with them deeply in the present. The only visions that take hold are shared visions—and you will create them only when you listen very, very closely to others, appreciate their hopes, and attend to their needs. “