Dear
Readers,
About
a month back, I attended a learning programme titled “Leadership Coaching and Organisational
development” by Dr. Bernd Schmid of Germany. During the 3 day programme a lot
of concepts were discussed. One of the
concepts, which I found very striking impressive was about having a “Shared
Vision”.
So
what is the difference, between “Vision” and “Shared Vision”? Let us explore.
We
have always been looking at Vision as something which is driven down from the
top management to the bottom. A leader or the founder of the organisation has a
vison, which is explicitly expressed as a Vision Statement for the whole team
to follow. It is quite common to see Vision boards, placed at important
locations at Corporate offices today, but how much of it have the people in the
organisation imbibed is a question that needs to be asked. So the limiting
factor here is that the Vision is that of the leader’s and the team members
just expedite the roles they are expected to perform.
On
the other hand “Shared Vision” is much different to the existing paradigm, of leader
imposed vision. In the context of “Shared
Vision”, the leader has a vision, which he explicitly shares with the entire
team, so that everyone understands his vision and see if they find an alignment
with the same. Those who find alignment of their personality or personal vision
to that of the organisational vision, commit to work towards realization of
this vision. By doing so they take part ownership of the vision, rather than
looking at it as someone else’s vision. They develop personal affinity to the
vision and identify themselves with the vision. In other words, they become
role models of the Vision. When a person chooses to work for an organisation,
wherein he finds this alignment, it will in turn enhance his level of
commitment and contribution to the organisation. This is the power of “Shared
Vision”.
If
the Vision of an organisation is clear, everything will fall into its place.
There will be less reasons for disputes among team members. So, when the vision
of an organisation becomes the second skin of the people working towards it,
they instantly know what is to be done, keeping in mind the vision.
If
we look at organisations that have lasted over 100 years, we will find that
most of these organisations have a shared vision. This makes the organisation
continue to thrive irrespective of change in leadership, change of employees/
team members or change in economic and market conditions.
In
yet another programme I attended, I had the opportunity to listen to a speaker
from Bosch India. He told us, how seriously their company takes it founder’s
vision, when making any decision, big or small. He said that the founder, Mr.
Robert Bosch, was by nature a perfectionist with an eye for detail. He was a
highly quality conscious person, who will not compromise on quality for any
other factor such as cost or time. He was also constantly looking at ways of
improving upon his existing products. This temperament of the founder, became
the guiding principles based on which the company formed its Vision, “Creating
Value - Sharing Values”. This he said is the reason that the company is
successful for over 125 years in over 50 countries.
Another
classic example is Walt Disney. The vision he shared is to “Make People Happy”.
All his creations right from the cartoon characters, theme parks, hotels,
retail stores and movies have created the magical experience to it’s customers,
because of its single minded vision of making people happy.
So,
it becomes obvious that if the company succeeds, it means that its vision has
succeeded and if a company fails, it means that its vision has failed.
The
idea of “Shared Vision” is now being practiced in many companies abroad and
which looks idealistic in the perspective of how organisations in India, can
function in the future.
Happy Reading,
D. Senthil Kannan
Article Dated Dec 2015