Risk & Business Magazine Hardenbergh Magazine Fall 2019 | Page 14
VISION PLANNING
VISION PLANNING
BY: JON SHARP
I
’ve been reading a few books lately on
the best way to create and implement
a vision for your company. I have to
admit, when I first became President
of my organization, I didn’t consider
how important creating, implementing,
and maintaining a vision was for the
future of the company. In hindsight, I
think I was naïve about the role of
President; therefore, I wasn’t aware of how
important a corporate vision would be in
fostering long-term organizational success.
In an effort to help others avoid the
pitfalls and obstacles I encountered, I have
assembled three tips from my experience
on how to create a vision:
1) CARVE OUT TIME
As I spend more time in my role, I realize
how important it is to take time to
step away from the business to plan
for the future. I do this in several ways.
Sometimes, I go to a coffee shop or to an
industry seminar where I have the mental
capacity to disconnect from “today” and
plan for “tomorrow.” I also read and listen
to business audiobooks, which includes
taking notes and making plans that
incorporate the information that is best
for my organization. No matter how, it’s
important that you carve out time to vision
plan monthly (if not more).
2) REFLECT AND EVALUATE
While you are taking time to plan for the
future, it is also important that you reflect
on the past. What has gone right in the last
30 days and why? What has gone wrong in
the last 30 days and why? How would you
make a success even better? How would
you change a shortcoming to make it a
success? What have you accomplished this
month to achieve your stated mission?
3) COMMUNICATE
Most importantly, you must communicate
to your executive team and your staff what
the plan is and how you intend to get there.
Communicate to them how they fit in
Great Falls is now Eastern Alliance
the plan and what the benefits are for the
organization if the plan is implemented
and successful. In order for the plan to
succeed, you have to create buy-in through
this communication. I believe the best way
to create buy-in is to ask for feedback and
accept it. Typically, your tendency will be
to defend your position, but the perspective
of your team is different and always
helpful in making your vision more real
for the company. Encourage the feedback!
Embrace the feedback!
I hope these tips will help you with your
vision planning. If you are already vision
planning, I hope this reminds you to carve
out time and to reflect. And if you are
not currently vison planning, I hope this
helps you start! But most importantly, I
hope that this reminds you to effectively
communicate your plan to the team.
Several years ago, I read Stick with It by Lee
J. Colan and Julie Davis-Colan, and in this
book, something resonated with me. The
authors said that even the worst plan in
the world will work to some degree if you
commit to it and stick to it. If you don’t
have a plan, you don’t have a chance!
Great Falls is now Eastern Alliance
fresh outlooks. better outcomes.
®
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insurance needs of many diverse companies and organizations. Our mission is to
deliver a personalized, best-in-class experience to our agents and their clients that is
inspired by fresh thinking and innovative products and services.
To learn more about Eastern Alliance Insurance Group, visit easternalliance.com today.
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fresh outlooks. better outcomes., is a registered trademarks of Eastern Insurance Holdings, Inc., a wholly owned subsidiary of ProAssurance Corporation. © Copyright, 2019
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