The Vision Factor
Leading anything today is daunting. It doesn’t matter how long your track record was or how well it worked—we ALL face the same new challenge:
Engaging people in a way that makes them WANT TO STAY in a world where quitting is now cool.
So why is this so difficult?
Back to usual…
For starters, the world drastically changed overnight—along with all the rules—and none of us remained unscathed.
Is there a leader left on the planet who hasn’t fantasized about stocking shelves in the last three years?
I imagined myself clocking out at a factory (like the one in Tommy Boy, of course), shoving a paper timecard into one of those old-school machines, but instead of dinging, it would say: “Well done, good and faithful servant. Your shift is over. You are free to go bowling or do whatever you see fit with your uninterrupted and ‘fireless’ evening. See ya tomorrow.”
…is coming back to bite us.
Fast forward, and the trauma we endured is beginning to rear its head—sideways. Don’t believe me? Ask your five closest friends or co-workers how they’re doing. Exactly. This is a “global WE,” not just a “you and me” problem.
And yet, there’s no better time to build a culture that pulls people in.
So how do we do that?
Welcome to Part 2 of “How To Beat Quiet Quitting In Your Culture.”
Part 1 “claimed” the world’s most inspiring cultures share two common factors: CHALLENGE AND VISION. If you missed it, I’m afraid you might get lost in a mountain of metaphors, so—you know what to do…
Click to catch up. I’ll time you. GO! (my seven-year-old is sprinting…)
Alright, now that we are ready to climb and understand the importance ‘challenge’ plays in creating great culture, it’s time to unleash factor #2 and make our way to the summit.
This blog will show you how to create a vision for your team, department, or division that propels the overall mission—a vision that will guide your culture “beyond healthy,” past apathy all the way to the summit.
Are you ready?
The second half is the hardest.
There’s a reason very few reach the summit; it’s straight uphill, into the wind, and requires a guide. Without one, you might be climbing, but it’s an aimless toil, a chasing after the wind.
But the people who successfully scale Mt. Everest all have ONE thing in common (besides grit and chapped lips):
A guide.
That’s right. The proven path to your desired summit STARTS with a guide that will get you there. Because leading without vision is climbing Everest without a guide. It’s flying blind and we do this all the time. The good news—you’re not alone. The bad news—you’re flying blind. Let’s change that!
Think smaller to climb higher.
This might seem controversial. But I’m convinced too many leaders rely on the overall vision for the organization to be enough to inspire and align their team. It’s not.
That’s the umbrella. Your team needs its own galoshes (rain boots) to move in unison.
And I don’t mean “recreate the mission” of the organization. That would be rogue.
Get clarity, gain unity and start moving.
Mission statements are too muddy to move the needle everywhere. A vision on the wall won’t keep people moving in the same direction, owning decisions, and acting with wisdom.
What we need is a custom-fit vision with laser-like precision for the area you lead—THAT propels the overall mission. Think smaller, climb higher.
WE NEED A “CULTURE STATEMENT.”
That’s how we build in the behaviors that guide our trek from good to great.
What I’m suggesting, 60% of the time, works every time.
But first…
Let’s define it.
A culture statement is an aspirational vision for the culture you lead. It can simply be a word or phrase that guides and describes who you aspire to be as a team. And it answers the million-dollar question:
“Who do we want to become WHILE getting our work done?”
The answer to that question holds the clues to your new “culture statement.”
What is it?
- It’s a rallying cry for your team
- A constant reminder of who you collectively want to be
- An agreed-upon way of getting from point A to B
Tell me more…
- It’s aspirational (not inspirational) by design
- So you never fully arrive but always stay inspired
- There is no checking it off the to-do list for overachievers
- A good culture statement will guide, not dictate, behavior
- Think swim lanes, not straitjacket.
- It serves as a homing signal, a guidepost that keeps everybody moving in the same direction—like the blue line on the bottom of a swimming pool. Without it, I’m headed straight for the hot tub. We all are.
- Best of all, it works whether you (the leader) are there or not
- There’s no way around it—the best cultures eventually transcend the leader. It’s as uncomfortable as it is necessary. Don’t fight it; invite it.
Ideally, the overall vision for your organization is the inspiration. But now that we’re inspired, we need a desire to accomplish something, which is why YOUR vision must be aspirational.
“If we don’t call people up, they eventually get called somewhere else.”
[INSPIRE = Dream -> ASPIRE = Dream AND Do.]
What’s the difference?
- A Vision Statement answers:
- “WHY YOU EXIST” as an organization.
- A Mission Statement answers:
- “WHAT YOU DO.”
- A Culture Statement answers:
- “WHO YOU ARE BECOMING” as you pursue the overall vision and mission.
WHY
WHAT
WHO
Vision + Mission Statement = Purpose
Culture Statement = Propellor
Just remember: “WHO as you DO.”
Establishing A Culture Statement
1. FACE THE FACTS.
You might be healthy. That’s awesome. In our case, we knew we were not. Everybody did. So, before we did anything, we accepted the truth. Have you?
Say it out loud. “Dark times!” Feels good. It was hard to admit but important because…
“You can’t fix what you won’t admit.”
Also, if you deny it, you lose credibility.
2. USE YOUR PAIN.
As we probed, the thing behind the thing that is the real thing began to emerge. For us, a crippling fear of making mistakes permeated our culture, one of a few undeniable themes.
What’s not working will often tell you what you’re after and what you really (really) want. (Spice girls)
“Use your pain to find your aim.”
So, what is it for you?
When you are willing to go there:
- Pain points become antidotes
- Frustrations become pitfalls to avoid
- Themes become lifelines
3. PAN FOR GOLD.
*Ask key stakeholders these 3 filtering questions:
1. What do we want our culture to be known for? Ex. Prioritizing our people first.
2. What are we (actually) known for? Ex. Running people over.
3. Who do we want to become while getting our work done? Ex. “Unafraid to fail but humble enough to admit when we do.”
The gap between questions 1 and 2 is where you’ll find the gold.
Then TKO it with question 3!
4. PULL THE THREAD.
Listen for themes. We prided ourselves on being a “high feedback culture,” one of several themes that surfaced. The problem was it came from up, down, and around the org chart; expertise was optional.
Find the common thread and pull! Behind it lies the answer to the question, “Who do we want to become while getting our work done?”
Possible answers: Proactive, brave, self-led, coachable, humble, scrappy, customer-centered, aggressively servant-minded?
5. LAND IT.
The point is to find something that will align and inspire the team you lead as they pursue their organizational purpose. Keep it simple.
You will be tempted to overthink and underact. Don’t!
Remember, you can always change it. In fact, your culture may outgrow it. And that’s ok!
6. NOW CAST IT.
Basecamp is too comfy and safe to leave without believing it’s worth it. People need a reason to change course, especially away from comfort. Give them one.
This is your Herb Brooks, “Nine times out of ten but NOT this time” moment.
“Now go out there and take it!”
Whether you’re in a toxic valley or sipping hot cocoa at basecamp:
“Don’t just call it out; cast a vision that compels them to want out.”
You got this!
FWIW, “Miracle” is a modern masterpiece. I watch it once a year to make sure my tear ducts still work. Highly recommend!
We decided on 3 pillars:
Be You, Be Bold, Be Known.
We would value connection over perfection (authenticity), be unafraid to take risks or “have each other’s backs” (freedom to fail)—and prioritize “who” over “do” (people first).
- All three were in response to pain points
- All three are aspirational on purpose
- All three empower us to carry out the bigger mission more effectively
Can you ever be too authentic or brave? Feel too known?
Fixing our eyes on these three pillars gives us something to strive for and climb toward. A desire to accomplish the “almost impossible” while becoming a better version of ourselves.
One important distinction: Culture change is not personality change. The best cultures are equally influenced by the people in them. Summit cultures allow people to bring who THEY are to what they do.
What is it for you?
Find it, and you’ll find everything gets easier.
The created condition.
As leaders, it’s our job to create the conditions for people to climb higher and healthier than they ever thought possible.
This can’t happen at the chalet.
Going beyond healthy, taking your culture from good to great starts with a guide. Then people can climb with confidence knowing they’re on the right path. So, get busy crafting your culture statement and let it guide you to the summit.
Doc was right. Where we’re going, we don’t need roads.
Enjoy the view!
If you want help defining or refining a culture statement to kickstart your area of influence, email me at [email protected].
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