Reimagining, understanding and communicating your vision

We know that in a large firm there is often the need to communicate your vision or narrative in a way that employees can understand and connect with. We also know, after many years of working with organisations to do that, how difficult it is to not only physically reach people, but to translate the corporate, boardroom-suitable content into something that the wide and varied group, teams and even individuals will be able to get behind.

A common challenge usually starts off something like: 

 “we’ve got this new [strategy/narrative/vision/plan/set of values*]and we need to find a way to really help people to get behind it”. *delete as appropriate

People now know and get that engagement is important. They know that for people to really commit to something, they have to be actively involved in it; to get it into their bones. That might be see and hear what it means, for some, know how it feels, for a different group, and just tell me what it is, for others.

But, whichever learning style you may have and whichever personal drivers might motivate you, one thing is for sure: to really commit to a new way of doing or following anything requires a shift. This is about change…of course it is. So, how can you do something different in ensuring that the change is communicated well by those advocating it and understood well by those involved in it? 

Our six-step process can help in imagining your new [strategy/narrative/vision/plan/set of values].

For more information on how to successfully communicate your vision or narrative, look at the following resources:

Step-by-Step Guide to rolling out new strategies, visions or narratives:

1. Articulating: It is compelling, exciting and future-thinking, but it is also corporate, boardroom-focused and high-level. We will work with you to explore how the message be translated and rolled out to the wider organisation.

2. Designing: Getting under the skin of the corporate speak. Here we will work with the exec or leadership to understand: 

  • What will it mean for individual business units or functions? For individuals?
  • How will the strategy play with this new vision? Where will your values fit in? 
  • What are the current implementation plans? 

Using visual tools and considering metaphors to start the translation process and starting the senior managers’ engagement process here; this will pay dividends when you come to roll it out.

3. Refining: The key to successful implementation isn’t in the content alone, it is in ‘how’ it is delivered. We will use well-established techniques such as storytelling and building a human connection, to help leaders shape the narrative and how it is best communicated. Start to build personal connection and ownership of the vision and what it is to achieve.

4. Engaging: Design the mechanism by which it will be rolled out to the wider team. Many, many options exist, such as workshop-in-a-box, animations, rich pictures or video, but each methodology will focus on building engagement and personal ownership. If you need tips on how to do this, then look at this article which offers practical ways to share your strategic vision.

5. Sharing: Practise the roll-out to ensure its effectiveness. Facilitated run-through sessions will ensure that the context is explained consistently, passionately and with a high degree of human connection and ownership, and that leaders are well-versed in the messages and story to share.

6. Continuing: Considering the mechanisms, supporting materials and development opportunities to continually reinforce the messages  after the initial “hit”. Using consistent images from the central visual in communications, linking back initiatives, changes and everyday behaviours to this central vision. Being bold enough to update, respond and evolve based on feedback and results.