How to: Manage with Vision and Purpose

What does this look like?

People who manage with vision and purpose:

• regularly communicate a compelling vision
• have a roadmap for achieving it with clear milestones
• inspire and motivate others to achieve the vision
• talk about the future
• are optimistic.

How can I do this?

1.    Craft a vision

A vision expresses where an organisation or group wants to be in the future. It describes the purpose of the group and why it exists. It should be uplifting and inspiring.

• Craft a compelling vision that’s simple and succinct.
• Involve your staff in developing the vision.
• Think about the future of health care and how new innovations will shape it.
• Ask ‘what if…?’ and ‘how will we…?’
• Describe what it would look like if the vision was achieved.
• Create clear measures of achievement
• Create a symbol, a visual aid (like a diagram) or slogan to communicate the vision.
• Test your vision with people you trust.

2.    Regularly communicate the vision

You need your team to understand and commit to the vision to make it a reality.

• Communicate your vision in a way that everyone understands.
• If you’re communicating your vision publicly, make sure you:
  • consider the history and experience of your audience
  • tailor your delivery—adjust the tone, pace, style and message to suit
  • rehearse beforehand.
• Refer to the vision regularly.
• Talk about the benefits of the vision. Think like a salesperson—why would someone want to buy into it?
• Use the vision to focus the work of your team and decide whether actions and decisions are critical or not critical.

3.    Be prepared for questions and criticism

• Before you communicate your vision think about what questions people might have. Prepare your answers.
• Think about how you’ll respond to scepticism or criticism.
• If criticised, listen patiently without attacking or being defensive.
• Invite suggestions.
• Be persistent.

4.    Let the vision evolve if necessary

When you’re a manager, around a third of your time is spent adapting, adjusting and reflecting. Sometimes your vision needs to adapt to change too.

• When challenges and setbacks stop you from achieving your vision, treat them as an opportunity to learn.
• Regularly revisit the vision with your staff and discuss if and how it needs to change.

5.    Lead by example

Demonstrate your vision through your actions. If you want your staff to commit to the vision, you need to show them that you’re committed to it. Always act in line with the vision. Your words are strong. Your actions are stronger.

Sometimes you’ll need to lead the team toward a vision that you didn’t develop. In that case, speak positively about the vision. Don’t be sceptical or critical of it. Live the vision out so others will too.

You may find this challenging if you…

• find it hard to communicate and present to others
• struggling to write succinctly and compellingly
• prefer not to think too much about the future
• you’re more comfortable in the here and now
• lack the passion to inspire others
• don’t want to act like you really believe in a vision that’s not yours.

You may be too vision focused if you…

• leave people behind
• aren’t patient with people who don’t understand or share your vision
• don’t focus enough on details and administrative tasks
• ignore day to day tasks