I like to ask business owners about their vision for their companies. Once I get past the gauzy, unmeasurable aspirational statements (usually loaded down with words like ‘premier,’ ‘best,’ and ‘world-class’), I ask them what they actually want to accomplish. I almost always get a growth goal, usually ten percent.
‘Grow ten percent’ is not an inspiring vision. It’s certainly not the sort of thing that will inspire hope and a sense of purpose in the team. In fact, for many people the first things they think of when they hear a CEO speak of growth is the extra work it will create for them.
I like to push for greater specificity of vision across different sectors of the business. For example, I want to know how many new products you hope to bring to market over the next three years. Or what processes need to be put in place or optimized in the coming year. Or what positions will need to be hired as you achieve your growth goals. I want to know what the org chart looks like as you move forward.
You can increase clarity of vision by breaking it down into categories. Think through your objectives around culture, products, processes, revenue, net profit, people, and facilities.
Remember: Increased clarity of vision yields focused results.