Organization Vision and Strategy

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The conscious leader is the custodian of the values, vision and strategy of the organisation, and as such uses these as a major filter or guidepost for decision making, resource allocation, accountability and communication, and to increase awareness of others about the reason for being of the organisation. Many leaders do not know what the organization vision is, or can rote repeat the words with no awareness or perception of the energy and intent behind the vision. The conscious leader taps into the energy and intent of the vision statement, and empowers people to assist in the expansiveness of themselves and the organisation through striving to achieve the vision.

Often the mission statement, organization vision and strategy are created through tortuous form and structure processes that create the energy of “Wow, glad that’s over, but what does it mean?” There are numerous explanations and definitions of what is a “true” vision and “true” mission statement, which are inevitably misleading by placing too much significance on the form and structure, on whether something is part of the organization vision, or of the mission. It doesn’t matter!!

The conscious leader looks at the vision and/or mission statement, and asks the question “What are the key intents behind this?” These key intents are the manifestation of the energy created by the founders or the crafters of the statement. Even a poorly written or crafted vision/mission statement will still have elements of the original collective consciousness and energy that went into the creation of that statement. The conscious leader can identify this energy, and put words to it that embrace the “intent” or the energy behind the creation of such a statement. This is much more expansive than the rote learning of the exact words.

In conjunction with an awareness of the intent and energy behind the vision/mission of the organisation, the conscious leader views strategic planning as an opportunity to identify the top five or six things that the organisation (or Division or branch or department, depending on the organisational position the leader occupies) needs to achieve in the next two or three years in order to create an expansiveness for all concerned. By having these key things clearly defined and consciously communicated to the team, they will become more aware and mindful to not wander aimlessly or they won’t settle for side steps that take them away from the true vision and mission of the organisation.

Strategic planning is often misidentified as being a bothersome operational initiative and misapplied as a process and subsequent document that is done because the CEO or Board want it done so that they can say they have one. Many is the time we have seen strategic plans that are either wish lists that are not measurable and that are reviewed annually, or are developed and written over a six month period, by which time everyone is tired of the “process”, and want nothing more than to bury it.

The conscious leader regards the strategic plan as a guidepost for sharing information and vision, whilst remaining flexible based on relevant changes to the environment of the organisation and the world. The form, structure and significance of the strategic plan and the subsequent implementation that is found in so many organisations is supplanted by an awareness by the conscious leader, of the forces that impact on the organisation, and the monitoring and perceptive awareness of what is going on around the organisation. The more conscious rationale of the strategic plan is to establish a creative edge that will bring greater value and expansiveness for the organisation and everyone concerned.

The conscious strategic plan qualities are:

1. Engage the energies of the whole organisational network

2. Focus explicitly yet with no fixed point of view

3. Be aware, alert and open to infinite possibilities and new initiative

4. Embrace uncertainty whilst remaining focused on the core vision

The conscious leader ensures that the strategic plan is shared with all staff, and the vision/mission of the entity is used by all staff as the major filter for the programs of the organisation. The Board agenda, staff meeting agenda and staff reports all reflect the strategic plan, and the annual report utilizes the strategic plan as its main format for reporting to constituents. All staff are allocated to components of the strategic plan, and their job descriptions changed to reflect this impact. All staff have one or two Key Performance Indicators that reflect the key elements of the strategic plan as part of their performance system.

Conscious leaders also share information. They communicate the vision and values of the organisation through written and spoken words and symbols, and through the energy they create. Greater creativity, trust and openness is only unleashed when people perceive and receive the true vision and values of the organisation. Conscious leaders develop a common language to explain and link strategy with execution. They focus on trust, creativity, intuition, innovation, freedom, flexibility and generosity. They choose to create conditions for cohesion, community spirit, and mutual accountability. One of the fundamental impediments to successful strategic renewal is that many leaders tend to function unconsciously or anti-consciously about sharing information. These leaders tend to operate without open and clear communication lines; they often adopt a communication style that is rooted in the approach of smoke and mirrors.

Conscious leaders will continually ask themselves the following questions:

• What values are guiding my actions as a leader?
• What would it take for me to articulate a vision of the organisation when things are unpredictable?
• What are the infinite possibilities for me to improve my ability to inspire others toward a common purpose?
• What would it take for me to create an environment that promotes innovation and risk?
• What would it take for me to build a cohesive and spirited team?
• What would it take for me to share power and information and still maintain accountability?
• What would it take for me to put more joy and celebration into our efforts? People listen to conscious leaders because they provide an energy that is sincere, truthful and resonates with the people listening.

"Conscious Leadership and Organization Effectiveness' continues...

Part 1: Organization Effectiveness
Part 2: Vision and Strategy
Part 3: Accountability
Part 4: Change Management
Part 5: Risk