The main question is “when did you discover that?” This means that you have to assess the strategic vision penetration to all levels from the beginning or in the early stages. If this problem is discovered in late stages this means that you have to reformulate the project Charter, reconfigure the management communication and restructure the project organization and its teams members

This question is crucial and recurs daily within my organization. It is particularly significant for young, dynamic startups, as it often dictates whether they succeed or falter. Embedding a personal vision within an organization demands considerable resilience and dedication. Drawing on past successes can be persuasive in garnering support for new ideas or shifts from established plans. As the organization expands, it becomes equally important to ensure that the vision is mirrored throughout the organization. The extent to which individuals resonate with and embrace this vision fundamentally enhances its articulation and execution across the organization.

If your strategic vision isn't permeating through all levels of your organization, it's time to take action. You must delve into the root causes behind this disconnect and take proactive steps to address them. This might involve assessing communication channels, clarifying the vision's relevance to different departments or teams, providing necessary training or resources, or even reassessing the vision itself to ensure it aligns with the organization's values and objectives. The key is to foster a culture of transparency, open dialogue, and alignment across all levels. This will empower everyone to understand and contribute to the strategic direction.

Get a better internal comms department. I'm only 1/2 joking. Landing a vision is a comms task. Get this problem in the hands of a professional communicator. Then determine if it's the vision statement or the channel that's not resonating with the audience and fix it.

En mi trayectoria como gerente de finanzas, revisar la claridad de nuestra visión estratégica fue fundamental. Por ejemplo, nos aseguramos de que nuestra visión estuviera comunicada de manera clara y comprensible para todos en la organización. 📊💬 Si la visión era demasiado abstracta o difícil de entender, podía generar desconexión entre los equipos. Simplificamos el mensaje y nos aseguramos de que resonara con los diferentes roles dentro de la empresa. 🚀✨ #ComunicaciónEstratégica …. a esta visión se le conoce como visión compartida

Cross-functional engagement, understanding, and agreement across different departments and teams are also critical. When strategic vision is shared, it should not only flow vertically through the ranks but also horizontally across various functions. This ensures that departments such as marketing, sales, development, and operations are not only aware of the vision but are actively integrating it into their processes and goals. Creating opportunities for inter-departmental collaboration and communication can foster a deeper collective understanding and commitment to the strategic objectives, making the implementation more cohesive and effective.

This maybe happening because you aren't connecting your goals directly to the business itself. In techinical areas especially that could be challenging. Remember that wherever you work, your work must connect to the business goals and start talking business language to be finally heard.

El compromiso de los líderes en todos los niveles fue crucial para el éxito de la empresa. Por ejemplo, el equipo ejecutivo transmitía la visión estratégica, la cual se difundía a través de los gerentes intermedios y líderes de equipo. 💼💬 Es fundamental que estos líderes estén completamente comprometidos con la visión y cuenten con las herramientas adecuadas para comunicarla efectivamente a sus equipos, asegurando así su comprensión y apoyo. 🌟✅ #LiderazgoComprometido

In most cases, executives are the ones or fewer managers with Clarity of the vision of the Organisation. Having plans -deliberate in place to support continued 'translation of the organisation strategy' in day-to-day life and operations.Ensuring lower levels of the team are aware, engaging and have bought into the vision.

These are all compelling comments about transmission, alignment, reinforcement, consistency/coherence but one thing I don't see being addressed is execution. I've found that so often the approach to communicating big, potent, long term strategic concepts is still... 1. Very top down. 2. Not repeated and reinforced often enough. 3. Doesn't relevantly connect the dots to the "so what does that mean for me". 4. Doesn't address the different ways people absorb information. 5 Times/5 Ways. Visual, video, audio, etc.

This ties back to engagement of leaderships across different departments. This helps bring the feeling of belonging and accountability to the strategy. By bringing in others this will bring in views you may not have thought about but also develop a more robust strategy. As a leader we have to try thinking differently and getting fresh views can help this.

Como líder la inclusión en el proceso estratégico fue fundamental para promover la comprensión y aceptación de nuestra visión. Por ejemplo, involucramos a empleados de diferentes niveles en la formulación y mejora de nuestra estrategia financiera. 💼💡 Esta diversidad de perspectivas enriqueció nuestra estrategia y brindó a los empleados un sentido de responsabilidad y propiedad sobre la dirección de la empresa. Al sentir que sus opiniones eran valoradas y tenían impacto en nuestras decisiones financieras, estaban más dispuestos a respaldar y promover nuestra visión. 🌟✅ #InclusiónEstratégica

It is crucial to establish a feedback and monitoring system to regularly evaluate progress towards strategic objectives and make adjustments as necessary. Furthermore, I deeply care about my team and always emphasize our shared mission and vision. We all are part of a living organism which is the company, and our commitment to its growth and success is paramount. By constantly reminding of this sense of belonging, we can strengthen the commitment and connection of all team members to the organization's strategic vision.

Make sure that all targets have benn clarified along the organization. Provide regularly training to all employees involved inside the project.

Reinforcement should be a continuous drip-campaign that touches every aspect of the organization. He needs to be stated regularly; and it also needs to be visible in the actions of the organization and leaders at all levels. Strategy and vision cannot just be a top-down imperative that is aspirational. It needs to be woven into the DNA of the organization. And, actually, I think it should be the other way around... the DNA of the organization should drive the strategic vision. When these two things are at odds, it creates friction and uncertainly at all levels.

Durante mi experiencia como líder la consistencia en la comunicación fue fundamental para mantener nuestra visión estratégica viva en la mente de todos los empleados. 💼💬 Por ejemplo, utilizamos reuniones mensuales, boletines electrónicos y grupos de chat internos para reforzar regularmente los objetivos y la dirección estratégica de la empresa. 📈📧 Este enfoque nos permitió mantener a todos alineados y comprometidos con nuestros objetivos a largo plazo. 🌟✅ #ComunicaciónEstratégica

Deliberate plans and simple systems can continue to be used to foster clarity and understanding of the organisation's strategy. For example, scheduling time and days for each department to share how they have embraced the vision of their job, and create a safe environment free of judgement where everyone can be heard and valued without judgement or prejudices.

I love the alternative wording Keeping People Informed. Ensuring there is clarity of the team on what is being measured, why? and how they are part of contributing towards organisational impact. This will guide them to see how they fit and how their contributions are impacting the organisation.

On the surface, impact should be easy to assess: did you achieve what you set out to do? Yet, this is not always a binary answer. Most organizations achieve some aspect of what they set out to do; but there are typically multiple KPI's (often competing) that are at varying degrees of "success". The real question, going back to the strategic vision and organizational DNA, is, did we stay true to our mission and our objective and did we deliver value to our stakeholders.

In their landmark book, The Leadership Challenge, Kouzes and Posner noted one of the five Leadership Practices is particularly difficult to implement: inspiring a shared vision. Certainly, a strategic vision must also be shared in order to be realized. But, as this topic suggests, sometimes this easier said than done. Let's breakdown some potential "whys": 1. Does everyone actually understand what the vision is? 2. Have the "as is" and "future state" aspects been clearly defined, with the benefits of the latter? Likely fears involved? 3. Is there a clear line of sight between this strategic vision and the mission, value proposition and other initiatives? Often clarity and lockstep rollout of initiatives are overlooked. Please don't!

It begins with you and undefined or vaguely articulated goals and objectives. When these goals lack specificity, they leave room for interpretation, confusion, and misalignment among team members. Keep your messaging and vision statement simple and on point. Engage stakeholders to help provide input to key messaging. Make sure you back up your position with metrics that support your vision.

Here are additional key points to consider if your strategic vision is not reaching all levels of the organization: - Identify cultural barriers and resistance pockets. Tailor your communication approach to address specific concerns and mindsets within different teams or divisions. - Leverage storytelling and real-life examples. Make the vision relatable by showcasing how it impacts day-to-day operations and individual roles across the organization. - Empower champions at all levels. Identify and equip influential employees from various departments to advocate for the vision and lead initiatives within their respective domains.

Consider and remember that, Vision is a long-time dream-picture . There are many pathways to reach the dream thus embracing other meaningful alternatives for achieving the vision as long as it is within the values.

Each employee wants to know how your vision impacts them today. This is hard because a vision by definition is a futuristic dream. Yet, without taking concrete steps today, you can't achieve your vision tomorrow. Take the time to ensure each team and each employee understands how their job ladders up to the vision. My favorite story to think about when I think about this - "During a visit to the NASA Space Centre in 1962, President Kennedy noticed a janitor carrying a broom. He interrupted his tour, walked over to the man and said: “Hi, I’m Jack Kennedy, what are you doing?” The janitor responded: “I’m helping put a man on the moon, Mr President.”