It is not necessary to change. Survival is not mandatory. ~W. Edwards Deming
In order to be a successful organization in the 21st century you must be willing to embrace, champion and effectively manage change. Due to unpredictable reactions to change, managing a team through transition is no easy task. Some of your people may recoil from an obviously necessary change while others may be so eager to change it inspires chaos.
Being able to successfully communicate the bigger picture with a quality vision statement is a fantastic tool (among many) to grease the gears of change. A trending topic we have noticed in organizations is a desire to broaden the scope of their workforces’ vision of their business. This has taken the form of ‘finance for non-financial workers’, ‘overall enterprise metrics and economics,’ and training all incumbent workers to think like ‘business owners’.
In creating a Quality Vision Statement of any kind– we suggest using the 4 C’s in crafting this communication to your organization:
Convey Mutual Benefit
I can personally relate to these types of perspectives and trainings in helping me deal with unprecedented change. Working in the mortgage industry from 2006 – 2009 was a path of constantly changing regulations, business goals and customers. Throughout my 3 years I was lucky enough to work for an organization committed to doing everything they could to manage the turbulent times. We were given a quality vision statement from the top which inspired our frontline managers and were trained on big picture financials regarding the overall health of the company, given detailed explanations of why certain products were going away, and coached in targeting a new client base. All of this was communicated in the language of mutual benefit.
Managing change has become a priority for a lot of businesses and we at Invista would be happy to share what we have seen work (and not work) in organizational approaches to preparing a workforce for the increasing pace of change in our global economy.