Shared Vision

Winning companies, teams, organizations and churches share something in common.  They are focused on a mission/vision that transcends the entire organization.  Nothing gets in the way of the corporate mission/vision.  While they are not immune to daily challenges and stumbling blocks one thing is constant, the mission/vision defines their organizational DNA.  Every action plan, strategy, branding and emphasis flow through the mission/vision template.  Results are always defined by their impact on the mission/vision.

It doesn't matter if an employee, player, or member can't recite the corporate vision or mission statement verbatim because even if they can't, they articulate the essence of it.  For example, let's say a plumbing company claims "Customers First," as its vision and mission.  Their corporate mission/vision statement is three sentences long.  A plumber comes to your house to work under a sink and while he's down there you ask him what's the focus of his company.  He responds:  "We love our customers and we want to be called back so everything we do is about meeting their needs and making sure they are pleased with the results of every service call."  Okay, so he didn't recite the formal mission statement and maybe he can't even remember it, but he gets it.  He sees the big picture.  Everything he does on the job is about satisfying the customer so they become repeat customers.  

The heart and intent of the mission is more important than the ability to dot the I's and cross "T's.  What difference does it make if everyone can recite the corporate vision/mission, but are unable to put flesh on it?  Take the Beatitudes in the Sermon on the Mount for example.  I'm not as concerned about a persons ability to recite them as much as I am their ability to embody them.  If they are pursuing righteousness, practicing humility,  cultivating a pure heart and attempting to be peacemakers I'd say there's a pretty good chance they get it.  This was Jesus' whole argument with the Pharisees.  They knew the scriptures forward and backward, but they failed to practice them.  They missed the heart of the Law because they were focused on the letter of the Law.  

There is a common thread among troubled churches, losing teams and failing companies.  They have lost sight, or forgotten their vision and mission.  Perhaps it was never identified and leadership never sold it, or team members never owned it.  Whatever the case, peel back the layers and you'll find they are not united in mission and purpose.  Division, disagreement, personal agendas and critical or cynical attitudes are corporate cancer-causing agents.  When the majority are focused, sold out and committed the critics are exposed and eventually filtered out.  The "Negative Nancy's/Nick's" will be exposed because no one is allowing their junk to derail the team.  When they don't get a soapbox, or sympathetic ear these "little picture" types usually move on to the next company, church, team, etc.

This doesn't mean there is no discussion, or disagreement within the organization, or company.  Quite the contrary.  Vision and mission focused teams are often fiery kilns of debate, disagreement and discussion.  They get better by sharpening one another.  But at the end of the day they can put aside personal/petty issues for the greater mission.  They have bought into being part of something bigger than themselves.

It takes strong, creative leadership to maintain this kind of focus and keep things fresh.  Ego is usually on a lower shelf because these leaders encourage feedback, discussion, debate and the sharing of new ideas even if it's not their own.  The vision/mission is more important to them than personal success.   They promote and praise team members for their service, ideas and work.  Loyalty and commitment is a natural byproduct of such affirmation from leadership.   These leaders have high hopes and dreams, but they don't try to control everything.  They know people don't flourish when they are held hostage by micromanagement, or a repetitive cycle of worthless meetings.  They want to be in the loop and have input, but they don't micromanage their people.  They hired team members to do their job so they make sure they aren't in the way.  These leaders embrace the role of chief cheerleader.  They believe a primary part of their calling is to regularly promote the vision/mission to clients, members, and customers.  Like farmers tending crops these leaders know that nothing can get in the way of regularly tending to the vision.  Otherwise weeds of distraction will take over the garden.

As I reflect on my leadership history I can recall seasons of passionate focus.  I can also remember times when I dropped the ball.  Distractions from within and outside the organization got the best of me.  And many times those distractions were well-intended and even good things, but they weren't the right thing for the moment.  It's not always negative people, or attitudes that impedes vision.  Vision can be derailed by good things and people.  Organizational culture loses traction when we fail to hold up the vision/mission above all else.  And once vision is blurred it's hard to maintain clarity.