Wie integrieren Sie mehrere Perspektiven in Ihre Vision und Ihr Leitbild?

Integrating multiple perspectives into your vision and mission statements involves a collaborative approach. I guided a client through this process by first conducting workshops with diverse stakeholders, including employees, customers, and partners, to gather their insights and expectations. We then synthesized these perspectives to craft statements that reflected shared values and goals. By incorporating feedback from various viewpoints, the final vision and mission statements resonated more deeply with the entire organization and its audience. The key is to ensure that all relevant voices are heard and that the statements capture a unified vision while acknowledging diverse contributions.

“Diversity is the one true thing we all have in common.” — Anonymous Integrate multiple perspectives by actively soliciting input from diverse stakeholders, including employees, customers, and partners. Use their feedback to shape a vision and mission that reflects a broad range of insights and needs. Ensure the statements are inclusive and resonate with various viewpoints, aligning them with the core values and strategic goals of the organization to foster broad support and engagement.

Além de identificar os stakeholders e compreender suas necessidades, é fundamental envolvê-los de forma contínua. Criar canais de comunicação abertos e transparentes, promover um diálogo constante que permita ajustar sua visão e missão conforme o feedback recebido são ótimos caminhos. A realização de workshops colaborativos e painéis multidisciplinares para incluir ideias e preocupações não apenas fortalece o alinhamento estratégico, mas também constrói confiança e engajamento, assegurando que suas declarações reflitam uma visão coletiva e inclusiva.

Establish a routine for periodically revisiting and updating your stakeholder insights. As stakeholder needs and market conditions evolve, continuous engagement ensures that your vision and mission statements remain relevant and effective.

Understanding your audience is key. Identify your stakeholders – customers, employees, everyone. Figure out what they care about. Use surveys, interviews, and social media to gather insights. The better you know them, the better you can tailor your vision and mission to connect with them.

Além das sessões já citadas de brainstorming e workshops, a implementação de grupos de trabalho multidisciplinares para explorar diferentes ângulos e construir um consenso é uma ótima ferramenta. O líder deve também incentivar o trabalho em equipe, onde cada membro possa contribuir ativamente, promovendo assim, em todos, um sentimento de propriedade e compromisso com os objetivos da organização.

Use digital collaboration tools to gather real-time input and facilitate discussion. Platforms like Slack, Microsoft Teams, or dedicated project management tools can streamline the process and make it easier for team members to contribute their ideas and feedback efficiently.

Your team is your secret weapon. Get them involved in crafting the vision and mission. Their insights are gold. Create a space where everyone feels heard. Brainstorm, collaborate, and make it a team effort. Remember, their buy-in is crucial for success.

Host workshops to align your core values with your team’s and stakeholders' values. This interactive approach ensures that values are not only defined but also deeply understood and embraced by everyone involved.

Your values are your compass. They guide your decisions and actions. Make sure they're clear, authentic, and align with your mission. Involve your team in defining them. It's about finding what truly matters to you and your organization.

Values in themselves are overrated as you never start with an intangible (including aspects such as beliefs, convictions and worldview). Rather, you identify the tangible aspects of your culture which can in fact be measured. Your two key domains are (1) Behavior, which include aspects such as habits, language and rituals, and (2) Systems, which include P&P, govervance and automation. Once you have clarified these aspects, you can explore the intangible mindsets that best inform the tangibles (see Wilber's Integral model). Remember, values are a subset of culture, which will either eat your strategy or become it's fuel!

O grande erro é achar que a declaração da visão é o que vai gerar o engajamento. Na verdade, é o engajamento com a construção da visão que vai permitir que ela ganhe tração junto aos públicos interessados nela.

Em vez de criar uma declaração cheia de jargões, pergunte-se: "Qual o hábito diário que, se cultivado por cada uma das pessoas que fazem parte desse negócio, nos aproxima do nosso real motivo de existir?". Isso ajuda a encontrar o que precisa ser compartilhado por todos, o que acaba sendo, de fato, a verdadeira missão.

Your vision and mission are living documents. They need constant care and attention. Keep reviewing, refining, and sharing them. Use feedback as a guide. Make sure everyone knows what they are and why they matter.

Empirical fact... We don't build smart companies. We don't build MBA text book companies. We don't build our mentors' companies, nor our predecessors. We build companies that are extensions of ourselves... Our hearts, convictions, values, behaviors, language, rituals, characters, etc, etc are reflected in and through these environments of productivity. So consider well before you select your stakeholders for this assignment.

The best way I’ve seen this done is in an iterative process. Starting with open stakeholder sessions, where themes are then distilled in the context of the organization’s purpose and aspirations into initial drafts. Those drafts are then workshopped with stakeholders and refined. It is important to note two things: 1) It can be easy to spiral into word selection debate. Focus on the substance and meaning, not on the perfect word. 2) There is power in brevity. Keeping both your mission and vision statements concise and powerful will make them more memorable and accessible to your people.