Create a Vision For Change That Truly Engages People! | Marjolijn De Graaf | Skillshare

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Create a Vision For Change That Truly Engages People!

teacher avatar Marjolijn De Graaf

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Taught by industry leaders & working professionals
Topics include illustration, design, photography, and more

Watch this class and thousands more

Get unlimited access to every class
Taught by industry leaders & working professionals
Topics include illustration, design, photography, and more

Lessons in This Class

9 Lessons (36m)
    • 1. 1 Welcome and introduction to this course

      2:39
    • 2. 2.1 Why is crafting a vision statement a daunting task?

      6:19
    • 3. 2.2 Why a vision works

      3:13
    • 4. 2.3 Examples of strong company vision statements

      4:50
    • 5. 3.1 Overview of the 3 criteria that engage and motivate people to connect to the vision

      4:58
    • 6. 3.2 Criterion 1: Formulate the vision in such a way that people are actually excited

      5:07
    • 7. 3.3 Criterion 2: Involve all stakeholders in the development of the vision

      2:46
    • 8. 3.4 Criterion 3: Raise trust in the desired ambition

      3:49
    • 9. 4.1 Summary and challenge of this course

      2:26
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About This Class

Learn about 3 ingredients to establish a motivating vision statement for change management in organizations.

When you get into your car, you have pre-determined which route you need to take to get to your destination. This is no different in an organization. But sometimes it is necessary to adjust the route, for example through new policy or a different strategy. This course is your route planner to the new vision.

Why should you establish a vision? Because the environment is becoming more complicated and the consequences of decisions are increasingly far-reaching, organizations need a means that provides direction and certainty. A vision is exactly the powerful tool of choice for this. A vision provides the framework on which choices can be founded, decisions can be calibrated and on which an organization can mirror behavior.

A vision statement is like a photograph of your future business, which gives your business shape and direction.

Unlike a ride in the car, determining direction within your organization depends on several factors. The most important of these is support. You can write a wonderful vision, but if no one else supports it, it is doomed to fail.

That is why this course is aimed at developing a vision that is motivating and connects people from the first moment. We offer 3 criteria to ensure that the vision will motivate and connect people, throughout the entire organization.

What will be covered in this course? After this course you will be able to:

· Create a rewarding vision statement that makes employees and customers proud of the organization.

· Formulate a vision in such a way that it is actually motivating and makes people take responsibility.

· Involve relevant stakeholders in vision development in order to find out the common interest.

· Give confidence in the desired ambitions by establishing the appropriate preconditions.

For whom is this course?

This course is intended for change makers. Change makers who have the ambition to get more out of their interventions. Are you the change maker who likes to give more meaning to a vision? So that the vision statement is not just written down on paper, but actually lives in the organization? Then you're in the right place!

Meet Your Teacher

Hello, I'm Marjolijn. 

As a change architect and change facilitator, I have a psychological view on organisational development. Managers hire me to support themselves and their teams to deal with changes in such a way that they produce more impact, more (human) energy and more sustainability.

My attention goes out to the social dimension of a technological or organisational innovation: that is about attitude and behaviour. I believe in the power of co-creation, because change is not feasible, but mainly arises in the interaction between people. So my work mostly consists of designing meaningful moments of interaction (sessions and dialogues) with which I guide managers and teams in their change assignment.

As a senior Change practitioner and published author I ... See full profile

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Transcripts

1. 1 Welcome and introduction to this course: Hello, welcome to this course on vision Development. My name is Marla and a half, and I work as a change architect for a company where I design and facilitate processes that bring teams and executives to sustainable results faster. I'm also the author of books on change and decision-making. And I provide training in the field of organizational change. I provide this course because shaping a sustainable and workable vision statement is one of the most frequently asked questions that impact company addresses. Of the three services we offer. Guide direction, mobilize people and learning to change. Guiding direction is the most popular. Apparently, we offer our customers a lot of value there. With this course. I am happy to pass on that value to you. What will be covered in this course? After this course, you will be able to create a rewarding vision statement that makes employees and customers proud of the organization. You will be able to formulate a vision in such a way that it is actually motivating and makes people take responsibility. You will be able to involve relevant stakeholders, envision development in order to find out the common interest. And you will be able to give confidence in the desired ambitions by establishing the appropriate preconditions. For whom is this course? This course is intended for changemakers. Changemakers who have the ambition to get more of their interventions. Are you the changemaker who likes to give more meaning to a vision? So that the vision statement is not just written down on paper, but actually lives in the organization, then you're in the right place. For you. I have an interesting set of three criteria to offer. These three criteria and sure, that division will motivate and connect people throughout the entire organization. Find out for yourself and start the next module right away, where I will zoom in on what a vision statement actually is. See you there. 2. 2.1 Why is crafting a vision statement a daunting task?: Hi, welcome to this lecture in which we dive into the difficulties of vision development. Why is it so difficult to develop a motivating vision? Research by bold blows, Dutch professor of business spirituality at the namenode of Business University, has shown that 10 percent of all companies go bankrupt due to a lack of realism and action. 30 percent of all companies go bankrupt due to a lack of interaction and communication. And that no less than 60 percent of all companies go bankrupt due to a lack of vision and ideals. Unbelievable, isn't it? A lack of vision leads to 60 percent of bankruptcies. How difficult can it be anyway? In my day-to-day work, I also notice how difficult vision development can be. Let me quote a few examples of typical problems which occur in vision development. The vision is a sentence which is not realistic. For example, this one, we make every brand more inspiring and the world more intelligent. So what is this all about for goodness sake? The vision consists of meaningless terms that I do not understand. For example, we want to be the world leader in customer value. Or we've developed an ambitious vision. But what kind of behavior goes with it? For example, working on a world without Alzheimer's disease. And last, I don't see the relevance between my daily work and the organizational vision. What these four practical experiences having common is generality. We often see the same values envision formulations of different organizations, such as innovative, honest, professional, customer focused, entrepreneurial, sustainable, and socially responsible. There will often be no doubt about the desirability of these terms. They concern values and interests that can be endorsed by large group of people. However, well intended. In many cases, they are formulated in such general terms that they can apply to any organization. It remains unclear what we'll distinguish this organization from the rest of the industry. For example, this one. Del, enables countries, communities, customers, and individuals around the world to use technology to make their dreams come true. Furthermore, by remaining general and vague, one can feel safe. There is no way to verify whether or not the vision is being converted into action. What kind of behavior actually belongs to this fishing? And finally, suppose you work for an organization with these core values. Do you get excited by these general terms? Do they inspire and motivate you? How ambitious should the vision actually be? Another tricky one? Daily work does not mirror the vision. People are busy with policy-making from their own ivory towers and have a lot of meetings. Those are the issues of the day. The vision is unknown, so unloved. Vision resembles mission and vice versa. What is the difference? The vision of a certain housing corporation is to offer housing services and products in a national landscape that fit in with social development and individual housing needs. Their mission is to live well in a vital national landscape. Well, almost the same thing, isn't it? You are here at this course because you're looking for those crucial magical factors that make the vision alive and connect everyone throughout the organization. Well, I wouldn't be called Marlin the graph. If I didn't share my knowledge of this, I will look for impact company for over 13 years. I haven't been supporting many different clients in their change developments. Based on my expertise in psychology and change management, I fulfill the role of change facilitator at Impact company. Are you curious about what impact company does and can do for you? Then visit our website. With impact Company, I have built up a wealth of experience in the field of vision development. Examples are high expanders had barred bakery, Tilburg University, Ganymede, and coy on marine group. These organizations have created a vision that motivates people and is pursued efficiently. I'm purposefully, sounds like the ideal situation, right? In the next course module, I will explain what the arguments are for revision. Y is a vision useful and necessary? And why does a vision work? 3. 2.2 Why a vision works: Welcome to this course module about why a vision works. It's nice to have you back. In the previous course module, I dealt with several problems from my working practice which make vision development and realization difficult. Currently, I will elaborate about the usefulness and necessity of a vision. Why a vision works well in the first place, external development and growing uncertainty force organizations to constantly reposition themselves. Secondly, to redefine their products and markets. And thirdly, organizations are forced to make far-reaching decisions regarding pest Renelle, structure or systems. And why is a vision necessary? Because the environment is becoming more complicated and the consequences of decisions are increasingly far-reaching. Organizations need a means that provides direction and certainty. A vision is exactly the powerful tool of choice. For this. A vision provides the framework on which choices can be found. It decisions can be calibrated and on which an organization can mirror behavior. A vision statement is like a photograph of your future business, which gives your business shape and direction. What is the vision actually? Wikipedia says the following. The term vision refers to the desired long-term perspective of an organization. There's only one vision per organization. The vision is derived from and is consistent with the mission statement. Well, here's starts the tunnel discussion, discussion about mission and vision. What's the difference? In short, I like to do skin distinguished mission and vision as follows. A mission on answers the question, why, why do we do what we do? What is the purpose of this? And why do we exist as a company? And why is this important? A vision answers the question, what fall? Where will our work lead to? What do we want to achieve? What do we deliver as an organization? And where do we want to be as a company in the future? You know, know what efficient is, why it works and why it is necessary. In the next course module, I will explain exactly what the goals of the vision our. See you there. 4. 2.3 Examples of strong company vision statements: Welcome back. The Brief is Gore's module was about the usefulness and necessity of the vision. Here and now, I will discuss the goals of the vision. The vision is intended to influence the organization by one, focusing employees on relevant activities to motivating employees. And three, the creation of a framework that allows employees to deduce how activity should be introduced in the organization and how these activities fit within the group as a whole. An organization has a vision. If it has a clear picture of the future, it can then anticipate this in its product development, renewal of services and processes and so on. According to McKinsey model, the vision is the central management instrument and provides coherence and direction to other management instruments. Surely it would be nice if people recognize themselves in the vision and would like to contribute to it. That's the daily work is always aligned with the vision. And for employees contribute directly to the success of the organization. Ideally, the vision gives direction in such a way that people can get moving. Let's take a look at a few examples of a motivating vision. Ikea's vision is to create a better everyday life for as many people as possible. That's aspirational, short. And to the point, more than that, it sets the tone for the company and makes it clear that they're in the market to offer low-priced, good furnishings that suit everyone's lifestyle. Amazon's corporate vision is to be earth's most customer-centric company, where customers can find and discover anything they might want to buy online. This vision statement underscores the business organizations main aim of becoming the best e-commerce company in the world. In this regard, the following characteristics are IDAT identifiable in amazon's corporate vision statement. Global reach, customer centric approach, widest selection of products. Another example, Phillips. Their vision is striving to make the world healthier and more sustainable through innovation with a goal of improving the lives of 3 billion people a year by 2030. Phillips really takes a broader view of how to create value and prove their total societal impact. And take a look at this vision of 9k. Bring inspiration and innovation to every athlete in the world. By the way, if you have a body, you are an athlete. Nobody cared much for sneakers in the past. They were just another piece of sports equipment. But NYC saw a future that had not yet existed in which they delivered products that inspired and motivated people. Notice how they include everyone as an athlete. It's clever and inclusive. Finally, the vision of the Dutch supermarket chain, jumbo. Young Boas, drives for more than a 100 percent satisfied customers. We do this by making sure that you can find everything you need with us at the lowest price and with the best service. In addition, young boy has formulated a number of daily assurances to guarantee this customer satisfaction. Euros cheaper service with a smile. For all your groceries. Fresh is really fresh. Smooth shopping, not satisfied. Money-back guarantees. And your wishes are the center of our attention. Wow, it's beautiful. What makes these fission so good and motivating? I'll tell you in the next lesson module. Do you take the quiz first and then I'll see you there. 5. 3.1 Overview of the 3 criteria that engage and motivate people to connect to the vision: So far, I have shared the difficulties of vision development. I have discussed functions and goals of the vision, and I have shared powerful vision examples. It is now time to share with you my recipe to develop a rewarding vision statement that really motivates people. As a change architect, I use this recipe for our clients who develop their vision. Their recipe consists of three ingredients or criteria. When you take these three criteria into account, the result is that people are proud of the organization, of themselves and proud of what the organization delivers. The three criteria that ensure that the fish and motivates and connects people are. One. To formulate the vision in such a way that people are truly motivated to, to involve all stakeholders in the development of division 3. To give people confidence in the desired ambition. I will explain the three criteria one-by-one. Here by, I tell you what this criterium implies, how you need to execute it, and what it ultimately yields. To make this recipe tasty, I will constantly use one customer example throughout the three criteria. The customer example is about the company vision of a shipyard. Coin mom marine group is a Dutch family owned shipbuilding company who works with shippers and port industries to design, build, repair, and maintain everything that floats. It is there concern that a ship is reliable, custom built, and in-service on time? Coy MOM stands for continuing duty and stability. Since 1884. Reasonably, they have the desire to professionalize and therefore they needed a new vision to guide the professionalization. The professionalization was a response to changing customer demands, the surge of technology and the growth of the business. Coin was growing. Existing customers came with repeat orders. New customers knew how to find going on. And besides maintenance, there was also more demand for new construction. To continue with T of the company also required to tension, which is why the management team had a new composition. Attracting good quality personnel remained challenging, and therefore the workload remained high for a number of full man and managers. The question was, what do we, as a management team need to professionalize in order to professionalize the company. The ultimate goal was to run a customer oriented, safe, and innovative company in which the managers work on the company instead of int. This enables even more business growth. What did impact company to do? Do to help coin mom? We started by conducting various surveys, employee satisfaction, customer satisfaction, culture, and market positioning. The management team reflected on all the research results, which were partly confirmatory and partly surprising. They mirrored the external research findings. The customers and market position with the internal status quo, culture and employee satisfaction. From here, the management team could go on a voyage of discovery. Together with the employees, the management team shaped the core values, core qualities, and mission of coin. And with a number of customers, the management team shaped the daring goal or ambition of coy mom. The vision was established after three months and spread by means of storytelling. Coin mum is the smart yard where smart people delivers smart ships through smart collaboration and smart facilities. Let's take the first criterion. 6. 3.2 Criterion 1: Formulate the vision in such a way that people are actually excited: Criterion one to ensure that the vision motivates and connects people is formulate a vision that truly motivates people. The key to this criterion lies in the word formulate. This is a purely semantic approach. The formulation has to meet two characteristics, direction and experience. When a vision is formulated with D's two characteristics, you really create attraction to the outside world. People are actually motivated by direction and experience. But what does that look like? Direction contains why and to what extent the y is the reason to change. People want to be able to understand why things are going to change. What is the problem? What is not going well currently? Often this is an external development from the market or the economy which affects the performance of the organization. It is also about what we want to achieve as an organization. What is the goal? A goal is close to the problem because of its future dimension. In our example of the shipyard, the problem is the excessive workload. The goal is to reduce the excessive workload. If one agrees that the excessive workload is a problem, there's a very good chance that one agrees on the goal to reduce that workload. When, why, and what are formulated together. And division, one obtains a clear picture about the characteristics of the desired future and what that changes to the current situation. A vision formulation, there is an excessive workload in our company. We go for smart ways of working, does contain direction, but it is downright boring. The element perception is missing. With experience, you bring background and depth into the vision to be truly motivating employees, then know what they are committed to. Make sure you don't get lost in perception by formulating a slogan like experience. The bank, that things along with you. This Dutch bank had a very hard time selling no to the customers. Although slogans do well in advertising and marketing, they are less suitable for internal, long-term influencing and behavioral change. Therefore, Module behavior and actions are more important than slogan language. Slogans create more disbelief than belief. However, the more specific and variable the vision formulation, the more credible. The old slogan of scandinavian Airlines was first, give the Swedes the world. It was replaced by give the Swedes the world between ten AM and 4 PM, Sweden at half price. There's a world of difference between these two formulations. The first is typically missional, the second is concrete and variable. The new campaign was also successful. The occupancy in off-peak hours rose by no less than 22 percent. Another example in terms of experience, where concrete and variable works very motivating are these. Phillips had the slogan, Let's make things better. Sony stated, Let's make things smaller. Which of the two would you choose? For our example of coy mom, the shipyard, the mission is we work with shippers and port industries to design, build, repair, and maintain everything that floats. It is our concern that a ship is reliable, custom-built, and in-service on time. The vision became, we are a smart shipyard with smart people working in a smart way, with smart facilities for the benefits of smart ships. In summary, this first criterion is a formulation that contains both direction and experience. The result of this is that people get mobilized. Let's turn to the second criterion for a rewarding and connecting vision development. 7. 3.3 Criterion 2: Involve all stakeholders in the development of the vision: Criterion to, to ensure that the vision motivates and connects people is involve all stakeholders in division development. Whereas the first criterion was mainly semantic in nature. This criterion has a process like character. Whoever wants to realize a change within an organization, always needs others to do so. Why would you first write down the vision and then organize something to let others realize the vision. It is more effective to do this in parallel immediately and together with all stakeholders, organize a work session in which the vision is conceived and developed with all relevant stakeholders. This is quite exciting because of course, there are different interests between the stakeholders. In order to be able to collaborate effectively. You should therefore not think in terms of competition, but in terms of win-win. Win-win is an attitude in which we are always looking for mutual benefit in the interaction. The vision must therefore benefit all stakeholders. Everyone must feel good about it and be committed to the common interest. When focusing on the common interest, actively building trust between the stakeholders is essential. You do this by constantly listening to each other and taking everyone's point of view seriously. In such vision sessions, impact company pays attention to making the intentions of each stakeholder explicit. This intention goes beyond a prediction and goes as deep as a need or an ambition. No hidden agendas, but full transparency is needed to build a successful vision in confidence. This is a critical point in strategic processes. Vision and strategy often result in building up, reorienting or reducing activities. One will have to accept everyone's intentions in order to create mutual trust. This creates potential energy for a vital vision. In summary, this criterion ensures support and ownership of the vision to be developed. Turn to the last and third criterion. 8. 3.4 Criterion 3: Raise trust in the desired ambition: Criterion three, to ensure that the vision motivates and connects people is give people confidence in the desired ambition. Giving people confidence, yes, that's easier said than done. Isn't trust a result? An outcome? We think so, which is why this criterion is of an infrastructural nature. By this, I mean that by setting up an infrastructure, you create the preconditions for trust to emerge. Makes sure that structures and processes in the organization are reorganized so that people are empowered to contribute to the vision in their work. Real empowerment is not about sharing management power with employees. It is about unleashing their abilities and power. And empowerment is the oil that lubricates the practice of learning. Because people are facilitated in self-direction and personal leadership. In fact, you create an infrastructure for learning. How do you ensure empowerment? At first? Take measures in such a way that employees themselves can determine which of the alternative initiatives and decisions contribute most to the goal of the organization? Yes, this has everything to do with managerial leadership and investing decision-making power at a low level in the organization. And also with organizing opportunities for employees to hook up and secure their ideas and input. Secondly, give employees room for innovation and experimentation, partly in order to be able to respond at their own level in the organization to changes from the environment. Room for innovation is not only meant physically, but also in terms of time and budget. For example, an ice bath or stat, has a huge experimental space, a kind of laboratory for innovation and improvement proposals. That laboratory is called left, which is the Dutch word for courage. Isn't it appropriate? A prerequisite for empowerment, however, is that the formulation of a vision is challenging but realistic. A goal can sometimes sound very ordinary and not very challenging. In that case, is that it does not assume much motivational power. Add an auto sanction to the vision formulation, and then the objective suddenly becomes very strong. We always deliver at the agreed time. This sounds reasonable, but it's not challenging. And if not, we will pay for the consequential damage. The goal becomes challenging and exciting. The vision of a pastry shop is as follows. We want our products to be too nice to eat, but to tasty to leave. In the construction industry, the safety motto also includes an altar sanction. You work there safely or you don't work here at all. In summary, this third and final criterion of confidence results in the vision that people take responsibility. 9. 4.1 Summary and challenge of this course: Hi, we now arrive at the end of this course grade that you came this far. In the meantime, you have received many different examples of both vague and inspiring vision statements. In order to let vision development live in the organization. I have provided three criteria for vision development. One, formulate the vision in such a way that people are really motivated to involve all stakeholders in the development of the vision. And three, give people confidence in the desired ambition. In summary, the first criterion is a formulation that contains both direction and experience. The vision formulation gets direction when both the problem and the ambition are mentioned. Experience is created with specific and verifiable wording. The result of this is that people get moving. Whereas the first criterion is mainly semantic in nature, the second criterion has a process like character. In summary, this involves organizing vision sessions to which all relevant stakeholders are invited. In these sessions, you listen to each other's needs and tensions and aspirations, and then go in search of the common interests together. This ensures support and ownership of the vision to be developed. The third and final criterion creates the preconditions for people to develop trust in division, give people authorizations, challenge them, provide a vision with auto sanction that requires specific behavior. In summary, this criterion results in people taking responsibility, and that is exactly what you want. This was my recipe for vision development. Finally, you can download the vision development checklist and gets to work yourself. And if you need help or guidance, you know where to find me. Thank you and good luck.