How can you ensure your team is aligned with the company's vision?

Ask yourself these critical questions: How is the vision being integrated into our social fabric? Are there regular occasions for us to articulate how the vision shapes our departmental objectives? Next: Identify the champions of the vision—those employees who inspire, innovate, and comprehend the purpose behind our actions. Managers can harness their influence for persuasive initiatives. Leaders aren't merely torchbearers for the vision; rather, they function like the apex of a cheerleading pyramid. It's the solid foundation at the base that provides stability, while the person at the top performs the stunt. Vision is reinforced by leadership- but stabilized through staff.

Align your team with the vision by: Clearly explaining it and connecting it to their roles. Keeping communication open and two-way.Setting goals aligned with the vision and celebrating progress. Leading by example and offering relevant training. Regularly assessing alignment and being open to feedback. Remember, it's an ongoing process, so be patient and adaptable!

In my experience, discussing with the team the vision and goals of the company is paramount to the success of the business. Humans want to feel connected and connection to a vision that is aligned to their personal values will drive success for the organisation.

Understanding the meaning as well as the ties among the vision, mission, corporate strategy, strategic objectives and the values is the first step towards alignment. People have to understand what their roles play and contribute to the Company. If they understand their contributions, they will surely align to the vision and its derivatives. Period.

Un equipo enfocado a la meta y claro en sus objetivos, rendirá de una manera muy objetiva para alcanzarlos, pero siempre deberán verte como la cabeza y soporte del equipo debes involucrarte que el decir "si se puede" es porque lo ven de tu mismo ejemplo.

Be sure to ask your team what they're most excited about with the vision. Or, what resonates the most with the vision. This can help you to strengthen the personal connection each person as to the vision. Each person is going to be bought into a different part, pay attention, and use that information to help when their motivation wavers.

Vision is an exercise which needs more execution with consistency and direction. Involving your team helps in to empower in contributing there ideas and skill sets. A shared Vision shows growth and motivated team which delivers results.

Una técnica que he aplicado en mis mentorías es primero explorar cuál es la visión y la misión que tienen los propios colaboradores. Luego de esto se contrasta con la visión que se ha preconcebido en la empresa. al colocarlo en perspectiva se puede evidenciar el grado de compromiso que puedan tener los colaboradores y y es allí donde verdaderamente se tiene certeza de su alineación con la misma.

The earliest you’ll bring your team to partner in the vision creation, you will earn both their voice and perspective as well as their engagement and motivation to take active part in achieving it

Align team goal to company's vision and mission, it will help them to understand how they can on contribute in the success of organization. Give small goals to team and do ask them about their interest and involvement while decision making.

Setting expectations is extremely important. I would also argue that having an "action plan" and regularly tracking said action plan can help drive better results and accountability as well. Every action plan should have: the action, owner, target date, status and comments. Simply reviewing the status of all open items and removing blockers from items that are on hold can improve overall performance towards a vision!

More on cascading the vision to different parts of the organization; the company vision, strategy and goals must be cascaded to every department on every level, this can be seen in form of cross departmental initiatives, departmental and regional goals, and individual goal letters and behavioral expectations. This reduces the chance of the different departments/units working in silos, makes the corporate map easier to navigate, and increases employee engagement.

Si se ha realizado el paso anterior, con sesiones de participación de evaluación, retroalimentación y co-creación, alinear las acciones sería una etapa más del proceso. Los objetivos y expectativas tienen que estar centradas en la visión. Y los indicadores tendrán en cuenta no sólo éxitos en términos monetarios o de productividad, sino también objetivos centrados en las personas. Habrá espacios para celebrar logros y éxitos, pero también para agradecimientos y aprendizajes. Centrarse más en el crecimiento de las personas y los equipos, conseguirá equipos en los que se fomente mayor compañerismo y colaboración.

This is key to creating a strong culture. This is where the values and mission play a critical part. How we lead, what we value, and what we reward should all sync up with our vision. A strong mission statement gives purpose to our team, and the values guide them on the behaviors and mindset collectively incentivized to achieve our ambitions as a company.

Desde lo táctico se construye día a día para alcanzar los objetivos estratégicos. Involucrar en la construcción de la visión a los equipos, además alinearnos en pro de lograr ese objetivo principal, genera una tracción importante y multiplica el esfuerzo.

Always inspire your team towards completion of goals and do celebrate small achievement, this will lead to boost their confidence and also will help other team members to achieve their goals.

I always like using the WIIFM framework: What's in it for me? Telling employees that "the company will make more money" is NOT a good WIIFM. Ideas that do help encourage employees: "You'll have to spend less time getting the same results in the future." "You'll have new skills you can add to your resume." "We'll be recognized as an industry leader."

I've been a part of two companies that have had very strong global and regional vision, but how this reached every employee was highly dependent on their individual leaders. Leaders have a very big part in communicating the vision in an inspiring way, both verbally and in action through leading by example. An inspiring vision is sometimes a strong tool for employee retention, and can help many teams hold down the fort during turbulent times.

Como veníamos diciendo en el punto uno, cuando la visión está centrada en las personas, buscando una mejor sociedad, un mayor bienestar y el cuidado del planeta, desde la actividad o sector en donde decida hacerlo, se añadirá ese valor agregado para las personas que trabajan ahí. Promover historias y logros en torno a la visión, en donde se cuente el impacto positivo que tiene la empresa en el mundo, hará que las personas se sientan orgullosas de formar parte de la organización o empresa. Si ponemos además la cereza del pastel, en donde sean las personas quienes lo cuenten, inspirará aún más, tanto dentro como fuera de la organización.

Foster an environment that encourages innovation and creative thinking aligned with the company's vision. This allows the team to adapt to challenges while staying true to the overarching goals. Empower team members to make decisions that align with the company's vision. This sense of autonomy can boost morale and accountability, fostering stronger alignment.

A vision that doesnt change with time as necessary will easily be out of date, and tone deaf. Again, this can be applicable from an entire company's vision to a department level, it's good to periodically asses, how often depends on many factors; size, industry, unique determining factors.

La visión, aún cuando es a largo plazo, no significa que sea estática. Cuando se tiene claro cuál es el cambio que se quiere lograr en la sociedad y el mundo, adaptar la visión a los nuevos retos que se puedan presentar será una tarea que tiene que considerar tomar en cuenta tanto a cada integrante de la organización, como a agentes externos que tengan interés en la empresa, ya sea por ser contribuidores a su crecimiento o por ser beneficiarios de sus actividades. Si los cambios en la visión se realizó de manera colaborativa, las personas aceptarán con facilidad la nueva visión, y se convertirán en los principales agentes de cambio para llevarla a cabo.

Las visiones pueden ser frases en un diploma o transformarse en mantras vivos y poderosos que invitan a la acción. Si evolucionan y se transforman por los cambios de la organización, el mercado o los clientes, respondiendo a una escucha comprometida y activa, serán parte de la oferta de valor proponiendo un leit motiv convocante. Involucrar a los colaboradores en estos cambios será darles protagonismo y participación en los grandes objetivos.

Los equipos deben ser adaptativos y definir cuáles serán esas elecciones que servirán para probar en el mercado, que al final es el mayor medidor de valor.

Support a culture of continuous learning and development. This ensures that the team remains adaptable and equipped with the skills needed to contribute effectively to the evolving vision.

Sugiro criar rotinas de apresentação de resultados, em que a liderança traz os principais marcos do mês/trimestre, trazendo visibilidade para todos os times de quão perto ou longe estão dos resultados e visão da empresa. Assim, consistentemente ao longo de um ano, toda equipe tera visto diversas vezes os resultados da área vs visão da empresa.

It's good to have weekly or monthly meeting with teams. So we can make sure that our mutual vision always same and keep in track.

Hay comisiones críticas que ayudan a determinar las elecciones y experimentos que serán probadas en el mercado. Alinear los equipos con la visión y pivotar lleva recompensas útiles para la organización

100% agree with point 2; involve your team in the vision, and point 6; review regularly, but also I would advocate that you ensure when you are recruiting that you build in to your recruitment process a way you can measure future hires are aligned to your vision. Competency based questions aligned to your values will enable candidate to demonstrate their values align with the existing team.

ITIL is a great framework for aligning your team's actions with your organization's vision and mission by examining the Service Value Streams. ITIL 4’s definition of value stream is “a series of steps an organization undertakes to create and deliver products and services to consumers”, all working across the ITIL 4 service value chain (SVC). While examining your team objectives, processes, procedures and outputs, make sure they create value for your organization and your customers. If it doesn't create value, don't do it. If it does create value, do it more efficiently and more effectively. More of your work effort goes into creating actual value because all the nonproductive busy work has been eliminated and no longer clouds the view.

Uno de los objetivos que se persiguen en los procesos de Marca Personal es identificar el propósito de contribución a una causa que tiene el profesional. Una vez identificado este propósito individual se puede ver el grado de sintonía y de coherencia que tiene su visión con la visión y propósito de la compañía. Es una forma de conocer primero para tratar de alinear después, si es posible. Cuando el profesional tiene la información necesaria, después de un proceso de indagación y reflexión, puede descubrir si está en un lugar idóneo para el desarrollo de ese propósito que persigue.

Doc Rivers, Coach de los Celtics de Boston consideraba que era necesario abrazar las presiones como si fueran privilegios. En el estadio había 16 banderas de los campeonatos mundiales que otros equipos de Celtics habían ganado. Rivers se preguntaba ¿Cómo hacer que este equipo se enfoque en lograr una bandera? Puso un reflector en el lugar de la bandera faltante y aclaró que no se iba a apagar hasta que el equipo trajera su propia bandera de campeonato. "Era un foco que brillaría, no se apagará, allí nos enfocaremos" Al año siguiente Los Celtics de Boston volvieron a ser campeones mundiales. ¿Cuál es tu foco brillante?

Create a space for them to voice their apprehensions in achieving the vision. Address them right then and there. This ensures that they feel equally invested in the success of what has been co created.