Build Your Gold Medal Management Team - Management Team Operations and Training Manual

Author: Jiang Degang / Country: Mainland China
Publisher:
Publish Date: 2006-07-01
Features:
4.1 Trick 1: Building a Shared Vision
Building a shared vision can effectively address the conflict between team goals and individual values. Vision is a term that is increasingly used, yet few people truly understand it. A genuine vision demonstrates what a company does. It represents not only the products and services the company offers but also the fundamental reason for its existence—the purpose, long-term goals of the enterprise. As a shared vision for a team, it includes the following three elements:
(1) A meaningful purpose. What are we doing? This is the fundamental reason for forming a management team. It answers the "why" question, not just explaining what our team does. It clarifies what your business is actually about from the perspective of customers. For example, McDonald's has defined its corporate vision as "controlling the global food service industry," while Kodak's vision is "anything that involves images is our business." Walt Disney was a genius at creating team visions. When he created theme parks, he was very clear about his purpose. He said, "We are in the business of happiness." A clear purpose drives every action of management to serve customers. Great companies have a profound and noble mission—a meaningful purpose that inspires the spirit and sense of responsibility in managers. When work is meaningful and aligned with what people truly desire, it unleashes an unimaginable burst of creativity and productivity.
(2) A future vision. Based on the purpose of the enterprise, what do you think the company will become in the future? This is a bold and grand vision for the future of the company. The final result described should not be vague but clear and visible. In other words, although it may be difficult to achieve, it is ultimately attainable. The description of the future vision should focus on the final outcome, not the process of achieving it. A great company has its own aspirations for the future. For example: Microsoft's vision is to bring computers into every home, placing one on every desk, using Microsoft software; Ford is pursuing a vision where cars enter every home; CNN envisions a future where every country in the world can access news in English and local languages.
(3) Clear values. How should managers work to achieve the purpose of the enterprise and the future vision? This is the core that remains constant amid the continuous evolution of the company and is the most important factor in becoming a great, enduring enterprise. Values guide people on how to pursue their goals and realize their blueprint. They answer the questions "What do you want to live by?" and "How do you want to live?" Values need to be clearly articulated. These values must align with actions, or else they are just good ideas. For example, CNN's values are: "To provide accurate, responsible news and be accountable to the world that needs news"; Shanghai Family Chemical Company: "To provide high-quality products and help people achieve a clean, beautiful, and elegant life." Ken Blanchard and Jesse Stonni have studied strategy and various businesses for over 35 years. They believe that all well-known global enterprises have a clear vision and goals that are supported and advocated by top management. In global enterprises, every company has a clear understanding of where it is headed. Only when leaders know that managers understand the shared vision and goals will they proactively improve the company's ability to communicate this vision. Therefore, a company must have a vision worth pursuing. When the vision helps the management team understand what they are in the business of, paints a desirable future, and clarifies the values that guide daily decisions, it can inspire their morale and strengthen the cohesion of the management team as they move toward shared visions and goals. For more details on how to build a team's vision, see Chapter 9. P13-14