We may say that most companies have vision and mission. It is truly beneficial to have them for several reasons: it helps define the customer base or selecting suppliers and represents the organization’s identity. However, most of them are so complex that they are equivalent to understanding the space-time continuum. Or they may be simple but poorly executed.
One of my clients had a very cleverly worded, well-targeted, and easily understandable vision for their future. Despite this, employees were not doing things as outlined in the vision statement. A survey then revealed that employees did not understand the company’s vision and did not see the direction it was heading.
The CEO explained in confusion, “But I clearly and understandably explained it to everyone at the town hall meeting. I even made a memo about it, which we sent out. What more could I have done?”
“Let’s see,” I said. “How did you send out the memo?”
“It went to everyone via email,” he replied.
“How many people read it?”
“I don’t know,” he said.
“Okay, of those who read it, how many do you think understood it?”
“I don’t know.”
“Of those who understood it, how many took it seriously?”
He just shook his head.
“Of those who took it seriously, how many remember it today?”
Head shaking.
“I think that’s a lot of ‘I don’t knows’ for something you consider important for the company’s future.
But unfortunately, there’s something even worse: How many people do you think changed their attitude or behaviour because of your memo?
I guess, the only mistake you made was clicking the ‘done’ button in your tasks manager after sending out the memo,” I said.
Busy leaders tend to think that once they announce the direction, people have heard it, understood it, stood behind it, and executed it. They believe their employees are super-intelligent, understand what the leader says the first time. Sometimes they see the problem and they hire a management consultant who will preach about corporate missions, goals, and values, decorating all the corridors with useless posters about customers, quality, and teamwork.
We need to face it: commitment isn’t that cheap!
The Gallup report provides a comprehensive guide for leaders to meet the evolving challenges of our time. It emphasizes the importance of understanding the needs of followers, knowing oneself, and comprehending the demands of the leadership role. By focusing on hope, trust, compassion, and stability, leaders can create a positive and lasting impact on their followers. Let’s explore some options the improve these four dimensions:
1. Hope: The Beacon of Leadership
Hope emerges as the most critical need in the study, with 56% of attributes linked to influential leaders speaking to this theme. Hope inspires followers to envision a brighter future and motivates them to strive towards it. Leaders who instill hope can significantly reduce suffering and increase thriving among their followers.
2. Trust: The Foundation of Relationships
Trust is the second most important need, closely following hope. Trustworthy leaders create an environment where followers feel safe and valued. This need is consistent across different countries, demographics, and types of leaders. Trust is the bedrock of any successful relationship, and leaders who prioritize building trust can foster loyalty and commitment among their followers.
3. Compassion: The Heart of Leadership
Compassionate leaders understand and empathize with the needs and concerns of their followers. They create a supportive and nurturing environment where individuals feel cared for and respected. Compassion is a universal need that transcends cultural and geographical boundaries. Leaders who demonstrate compassion can build strong, positive relationships with their followers.
4. Stability: The Anchor in Turbulent Times
Stability is the fourth primary need identified in the report. In times of uncertainty and change, followers look to their leaders for stability and reassurance. Leaders who provide a sense of stability can help their followers navigate challenges and maintain a sense of balance. Stability is essential for fostering a productive and harmonious environment.
And let me add a 5th element!
The Power of Follow-Up:
Leaders may improve their communication about the company’s future, but it is important to make employees feel they really mean it. The good news is that there is a very simple remedy for this problem: follow-up. After communicating the vision, make sure that people understood it. Talk to them (instead of sending emails) to see if they agree with it, whether they have questions, need some more clarification, ask for their help in execution (e.g., which channels and how to communicate) to ensure they are committed. You can build trust them by asking for their help, you can show compassion to reflect to their concerns and provide stability by following-up on the most important thing.
You are right, follow-up takes more time, but keep in mind that the effort you put in will strongly correlate to the results you can expect.
Improve Employee Engagement with Gallup Q12®
Based on the survey results, we offer customized support to help managers and teams effectively address the identified needs and drive meaningful improvement.
