In any endeavor, before anything can be successful, the people involved need to know what it is they are trying to achieve and what efforts and resources are directed toward achieving it.
The company vision is the manifestation of its purpose and its values. From it emanates the strategy by which its goals will be attained, the leadership approach of its executives, the motivation for its members and the inspiration for its customers. A clear, well-thought-out, inspirational and easily communicated vision is the wellspring from which everything else flows.
And yet for the vast majority of companies, their vision is created in isolation by the marketing department and relegated to become mere corporate wallpaper in employee manuals and annual reports.
Even when it is well thought out and inspirational and communicated to employees and customers, all too often the direction of the company and the values demonstrated by its leadership are at odds with the company’s vision that it renders the vision meaningless. For the vision to resonate, company leaders must be seen working toward fulfilling it and genuinely conducting themselves in accordance with the stated ethics of the company.
But before the vision can be bought in to, it has to be developed. Ideally, that should be a managed process throughout which the staff is consulted, instilling a sense of ownership — although that is a luxury that many companies, particularly larger companies, do not have. At the very least, the heads of departments and senior management should set aside enough time together to discuss the strategic vision of their company, to create one if they’re running a new company, or in light of changing markets and products, to assess the relevance of the vision they already have.
Inevitably, many will see this as a waste of their time. They’re good at their job, they know what needs to be achieved, and they resent the implication that any touchy-feely, marketing-gobbledygook corporate retreat is going to make them better at it. But it is often the skeptical ones who stand to benefit the most from the exercise.
To make it work, it therefore needs the wholehearted support from the very top of the company. Ideally, it should be conducted by an experienced third party who can bring a dispassionate objectivity to the process. Money is well spent on hiring a training or consultancy firm for this. Putting all the senior executives in the same place — those who by nature of their positions are likely to be strong characters — and giving them free rein to voice and defend their opinions almost guarantees a relevant and important exchange of ideas. Even people who have worked together at the same company for a long time and who might be expected to have a similar vision will discover that they all have differing views of what the company is all about, where it is going, how it should get there and what it will look like when it does.
Julian K. Hutton is president of Merlin Hospitality Management, where he oversees the company’s hotel management and distressed asset management operations, drawing on 20 years experience in the worldwide travel and hospitality industry.