VISION, VALUES, AND VISION, VALUES, AND MISSIONMISSION
Presenter: Dr. Maynard BrusmanConsulting Psychologist &
Executive Coach
UNDERSTANDING THE PROCESSUNDERSTANDING THE PROCESS
l “The best way to predict the future is to invent it”. __ Alan Kay, scientist, inventor
55--STEP VISIONING PROCESSSTEP VISIONING PROCESS
lClarify ValueslScan Current
SituationlDefine the
MissionlCreate a Visionl Implement the
Vision
IDENTIFYING VALUESIDENTIFYING VALUES
lValues are the foundation for Vision.lValues are the essence of a company’s
philosophy for achieving success. They are the bedrock of corporate culture.
PERSONAL VALUESPERSONAL VALUES
lValues are what we are passionate about as being important and meaningful in our lives.lValues energize, motivate, and inspire.lValues are the root of all learning.
ORGANIZATIONAL VALUES ORGANIZATIONAL VALUES QUESTIONSQUESTIONS
lWhat do we stand for?l How do we treat our employees and
customers?lWhat are our core values?l How do we want to be seen by the
community?lWhat attitudes and behaviors in employees
do we want to reward?
MISSION STATEMENTMISSION STATEMENT
lMission is a Core Competencyl The mission provides direction for
developing strategy, defining critical success factors, searching out key opportunities, making resource allocation choices, and delighting customers and stakeholders.
l Your mission statement makes clear company’s uniqueness in the marketplace.
ORGANIZATIONAL MISSIONORGANIZATIONAL MISSION
lWhat business(s) are you in?lWho are your customers?lWhat are your strengths?l How are you unique?
MISSION STATEMENT MISSION STATEMENT EXAMPLEEXAMPLE
l “By defining and solving problems of the working and healing environments, we aim to improve the quality of our customers’ lives and become their reference point for quality and service. Through personal competence, participation, research, and design, we strive for excellence in each aspect of our business.”
__ Herman Miller• manufacturer of high-quality chairs
VISIONVISION
l A vision is a powerful mental image of what we want to create in the future. It reflects what we care about most, represents an expression of what our mission will look like and is aligned with our values and sense of purpose.
l A vision statement should include your basic strategy on how you want to achieve your mission.
l Visioning releases spirit and inspires you.
QUALITIES OF A VISIONQUALITIES OF A VISION
l It motivates, inspiresl It is clear, concretel It is achievable, not a fantasyl It fits with the highest valuesl It is easy to communicate, clear and simple
A POWERFUL VISIONA POWERFUL VISION
l Presents where we want to gol Captures the desired spirit of the
organizationl Describes a preferred and meaningful future
statel Can be felt - gives people goose bumpsl Provides a motivating forcel Is challenging and compelling
VISION QUESTIONSVISION QUESTIONS
lWhat will we be next twelve months, in two years, five years?
l How would we know we were there?lWhat kind of organization do we want to
be?lWhat do we really want to do or create?l How do we differentiate ourselves from our
competition?
EXAMPLE OF VISIONEXAMPLE OF VISION
l “We are a worldwide leader in workplace learning and performance”.
__ American Society for Training and Development
PLANNING TO IMPLEMENT PLANNING TO IMPLEMENT VISIONVISION
lThe strategy, business plans, procedures and key actions that will put values, mission, and vision into action.
STRATEGYSTRATEGY
l Defined as the way an organization meets the challenges and opportunities presented by its environment.
l Consists of a set of conscious choices about how it will deliver value to its clients an distinguish itself from its competitors
CORE STRATEGIC DECISIONSCORE STRATEGIC DECISIONS
l Understand the challenges and opportunities present in your external environment,
l Identify assumptions about the future. l Clarify a reason for being that motivates an
inspires.l Identify the principles by which people will
conduct themselves.
CORE STRATEGIC DECISIONSCORE STRATEGIC DECISIONS
l Define your future clients and how you will deliver value to them.
l Identify core organizational competencies.l Create a long-term business focus.l Set short-term performance goals.l Establish master plan to manage firm’s
long-term development.
Dr. Maynard Dr. Maynard BrusmanBrusmanConsulting Psychologist & Executive CoachConsulting Psychologist & Executive Coach
Working Resources P .O. Box 471525 San Francisco, California
94147 Tel: 415-546-1252E-mail: [email protected] Site: http://www.workingresources.comSubscribe to Working Resources Newsletter:http://www.workingresources.comVisit Maynard's Blog:http://www.workingresourcesblog.com
Recommended
