VISION
It’s one thing to
identify strategies
that will enable
you to achieve
your business
objectives, but
it’s quite another
to implement
those strategies
effectively.
Opposing forces
and competing
needs inevitably
come into play.
Usually, we tend
towards one or
the other. But
it’s in balancing
these tensions
that we increase
the likelihood of
eventual success.
Strategic
ct
A
g
n
i
c
n
a
l
a
B
Finding Purpose
In order to achieve anything, we
must be intentional. One way to do
that in a leadership role is by crafting
a purpose statement. Commonly
used by companies to inspire
movement, align their people, and
develop concrete plans for driving
results, a purpose statement can be
just as useful for individual leaders to
create a sense of focus that leads to
influence and impact.
By answering three basic questions,
you can begin to define your vision,
lay out your mission, and identify
your strategy for leading within your
organization:
Focus Measures Vision is critical to getting buy-in and
inspiring your team. Yet executing a
plan and hitting intermediate steps are
critical in keeping people motivated. It’s
important to focus on both—reinforcing
where you’re headed while affirming
how you’re getting there. New strategies mean shifting the ways
we work. Yet we’re often still respon-
sible for bottom-line results. Ignoring
the former leads to failure. Forgetting
the latter can derail growth. The key:
look for quick wins even as you make
long-term changes. Authority Approach First, determine where you want
to take your business. Paint an
inspirational picture that takes into
account your competitive landscape,
what sets you apart, your role in
effecting change, and key players
who can join you.
A successful initiative requires clear
leadership. It’s also vital that employees
feel empowered to implement change.
Without these, the result is either chaos
or apathy. By establishing authority
across each level, everyone will be
pulling together in the same direction. Successful strategies are grounded in
creativity, so it can be tempting to resist
any structure. Yet without such disci-
pline, that creativity remains unfocused
and unproductive. Rather than complete
freedom—or stifling control—an
accountable creativity is needed. Next, articulate what you’ll do to
achieve your vision day to day.
What’s your part in getting where
you’re headed? What roles will you
play? How you answer can create
alignment within your role and with
the broader business.
VISION | WHERE WILL YOU GO?
MISSION | WHAT WILL YOU DO?
STRATEGY | HOW WILL YOU DO IT?
achieving this balance is not easy, and
it’s definitely an art as much as a science. But if we’re
committed to it, we’ll unlock the door to sustained
business growth.
IN THE END,
Finally, explain how exactly you’ll go
about the tasks you’ll tackle and the
role you’ll play. For instance, if you’re
coaching your team with one-on-one
meetings, it may be to celebrate
wins, encourage risk-taking and invite
questions. The point? To get specific.
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