Comment reliez-vous votre main-d’œuvre à la vision de votre entreprise?

Ive found asking the question why does a workforce not connect to the vision, creates a clearer understanding how to achieve this. Complicated, wordy, ambiguous, non-relatable communication about what the vision is and no meaningful why. A lack of alignment of teams and individual goals with this vision. No regularly updates on progress. Leaders do not authentically model the vision in action. Employee's are not involved in decision-making and so no ownership. Skill development is not designed to the vision. Recognition and reward is not aligned to the vision. No open dialogue and embedding of the vision into daily company life leading to no ongoing, deep connection. Recruitment is not tailored to new recruits fitting the vision culture.

I find the best way is to make the vision relatable to the individual. To do this effectively it helps to have an understanding of them, or their role. Some basic coaching questions can usually uncover this as well as values and beliefs. This then helps to shape the context, which can then be directed towards the wider vision. Storytelling is a great toll for this.

It is in these co-creative space where you allow leaders of the business grow and experience the role and giving them a sense of belonging. An engaged workforce finds ways to simplify the way thing are done and the more they are engaged the more productive they are, however, you must take the time to acknowledge their contributions to the business. The engagement can be measured through surveys or questionnaires about how they view and measure the value the company brings to the employee, and to the customer.

As a Senior Director in a leading transportation and logistics company, my vision is to revolutionize the industry through sustainable practices and technological innovation. This vision has served as our north star in my management decisions. Sustainability is one of our core values. Innovation and creativity is a keystone in our company’s mission statement. Our hiring process sought hungry professionals outside the logistics industry who demonstrated exceptional motivation and also exhibited a firm commitment to sustainability and innovation. Through the hiring process, we emphasized these elements in our training and development programs, equipping our workforce with the latest tools and best practices in logistics. #supplychain

Every process needs an operating system. Empowerment is no different. Many of the solutions, including best practices, offer ways to motivate people. To get people to do what you want them to do. But empowerment gets people. to want to do what you want them to do. How do you do that? Start with WHY would they want to do what you want them to do? Then HOW do they do it. Followed by WHAT do they want out of the work they'll do. Your company has a WHYos (aka WHY operating system) even if it's not articulated. Each employee has a personal WHYos. Empowerment begins with helping them articulate their purpose and then figure out how they WHY can help you achieve your company or team WHY.