There’s a cosmic conspiracy against good leadership that causes leaders to lose confidence in their mandate to share their vision repeatedly. Something happens that makes him or her say, “I don’t need to share it again.” “They’ve already heard me say it so many times.” “They aren’t that interested in hearing it right now.”
Unless I miss my guess, you’ve probably had those nagging doubts yourself, right? In actuality, your team is desperate to hear your vision. They depend on you to remind them that it is still relevant. Some studies indicate that your organization needs to hear the vision repeated every 28 days or else it loses its power to inspire.
Here’s what happens when you share the vision with your team:
- It Keeps the Vision Alive. Visions are by nature a bit idealistic; but let’s face it, a lot of our daily jobs are rather mundane. Without being reminded of the lofty dreams of that vision, our routines become ruts that overwhelm our aspirations. Hearing the vision again from the leader keeps it alive in our hearts.
- It Burns off the Fog of Uncertainty. Just like fog slows down traffic on the freeway, uncertainty about the direction of the organization slows down progress. When it’s foggy, you don’t push the pedal to the metal because you’re just not sure what’s up ahead. When they aren’t sure about the vision, people just don’t go all out. It’s natural. So when the leader shares the vision, it’s like the sun burning off the fog of uncertainty and confusion. Do it regularly and you will be surprised at the speed of progress.
- It Breathes life into the Soul of the Team. People tend to be apathetic to a top-down vision process. But on the other hand, when it comes to a shared vision, even though the team participated in developing it, there is nothing that breathes new life, energy, and passion into the team than hearing the leader articulate it.
- It Empowers Good Decisions. Visions not only inspire, they prioritize. When the vision is clear, it says to the team, “These are the priorities, and these other things are not.” They may be important, but they are not AS important as the vision. When a team has a clear vision, it enables them to distinguish between both conflicting priorities and competing priorities.
If you want your team to perform at a high level, you have to make sure they have a good grasp on the vision. And in spite of the cosmic conspiracy to convince you otherwise, if you don’t regularly repeat it—they will lose their grip on that vision, and that vision will lose its grip on them.