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Those who have worked with me will know that I am big on having a vision for the team. This is because I believe that a vision gives direction and focus as it describes the team’s place in a community, or the world, as a result of what the team does. Successful companies, like Microsoft, use lofty visions like putting “a computer on every desk and in every home” and, these visions not only give direction but also inspire action.
Unfortunately, visions are only useful if they can correctly depict the team’s desired place in the future. If the vision is wrong, or it has been made irrelevant, then the vision will lead the team down the path to failure. Additionally, if the team has completely bought into the wrong vision, it will be a significant hindrance to change. A good example of this was Blockbuster Video whose vision was being “the global leader in rentable home entertainment by providing outstanding service, selection, convenience, and value.” Blockbuster’s vision was made irrelevant as online streaming technology disrupted their business model.
As we now live in a complex world that is constantly and rapidly evolving, the ability for leaders to develop a vision that will be relevant beyond the next three years has become exceedingly difficult, if not impossible.
In a VUCA environment, only the raison d’être of the team remains constant. Hence, instead of focusing on an external vision that will likely be wrong, leaders should turn inwards and focus on: (a) developing their team‘s capabilities to…
