Are you one of these people that when you watch adverts on television and they’re trying to sell you things you think to yourself “There’s no way I’m going to buy that”.
Do you…When people feed you mission statements and vision statements from companies do you just want to vomit?
Are you one of those people? Are your staff like that? When you feed them vision statements and communicate to them about where you’re going, do you think they’re cynical do you think they don’t buy in?
Have you got that problem?
If you find it really hard to communicate your vision, build a vision statement that sticks with staff and a way to communicate it so that they follow you and they engage with you and they ultimately serve customers and deliver value to your customers, stick around I’m going to explain how to do it.
I’ve talked before about the idea of a team that’s a “Multiplier”.
So a really simple way to work out whether your team is a multiplier at the moment is to add up the salaries of your team and are the salaries of your team equal to or more than the value they deliver to your stakeholders, to your clients, customers, internally, externally? and if you deliver more than what it costs the team to exist then you’re a multiplier.
Now how do I help teams, executive teams, functional teams teams like yours become a multiplier?
I use this framework. I help them develop clarity of mission and clarity of destination, and then I help them build behaviours that lead to teamwork so that they’re efficient, and that’s how they become a multiplier.
I talked to you about vision, about people not buying into your vision. So what we’re going to talk about today is one of the projects that fits in “Clarity”, where I talk about how you help once you’ve set a destination or a vision.
How do you help people personally buy in?
If people don’t buy in, it’s in their heads. They understand it intellectually but they don’t understand it emotionally, so I’m just going to take you through a framework to do that.
Two things you need to do to develop “buy in” to a destination so that people will follow you as opposed to being cynical and sit back and not buy in.
The first one is you need to be thinking about the destination that you set, and it needs to be one that your staff will be magnetically attracted to and want to follow, right?
When I talk to teams about setting destinations I talk about three M’s.
Meaningful, Measurable and Manageable.
The first one is involving them in the process, but create something that’s meaningful that talks to an audience. If you want to set a vision that’s for your clients set a vision that speaks to the outcome that they’re interested in, or the clear purpose that you exist for for those clients.
If you want to set a vision for staff then really be mindful of what’s going to be meaningful to those audiences. It’s got to be meaningful to them.
The second: it’s got to be measurable. When you set a vision it’s so easy to use buzzwords and jargon. Like you know, “We’re going to be the biggest and the best video store in Sydney” Right? And it means nothing. It’s not specific enough.
What you want to do is create a destination that’s measurable, that has a tangible element to it so you can actually measure when you’ve achieved it in three years time.
The third one is: It needs to be manageable and simple. When you try and put too many things into the statement people can’t explain it to others and they find it hard to buy in because it’s not simple enough.
So when you set the destination you want it to be meaningful, measurable and manageable.
Getting “buy in” I’ve worked out is basically four steps.
First one I’ve talked about is creating a vision which is actually creating one that’s meaningful measurable and manageable.
Then you want to communicate that to staff and clients in a way that gets them across this tangibility, who it’s speaking to and is simple.
Once you’ve communicated it you’ll get feedback right, they’ll talk to you about it you’ll see how they feel about it and then what you want to do is do some activities that help your staff internalise that vision and work out what it means for them.
So to give you an example for that, a process for that… what I’m doing with a team I’m working with tomorrow is we’re going to go around the room and talk about their three year vision, we’re going to say… “What are you going to get if we achieve it?” and “What will be the consequences for you if we don’t?” and we’re going to get personal buy in from them around this three year vision.
But it comes after these two steps, they’ve already done these two steps.
My theory is if you create a vision that’s meaningful, manageable and measurable and you communicate that well, you internalise that with the team of people you’re talking to so that they personally buy in to it, that’s how you realise the results.
So to summarise, in setting your destination, follow these three elements.
and if you want to get buy in you’ve got to do these four things.
One if you’ve got to create the vision in a way that links to these three ideas
Communicate it well to the stakeholders that it impacts, or the people that care about it.
Make sure that it gets internalised by your staff and your team and they really buy in and understand it.
That’s how you realise the results of a vision.
I’ve talked about the fact that a lot of people create vision/destination statements that people don’t buy into and that creates a problem where people don’t follow and then those people who don’t follow they’re not engaged and they can either leave or not serve the way you want to.
The other way of doing it is set a vision in a way that’s really tangible and meaningful and measurable, and manageable so that people can really identify with it, and then from that stage onwards it’s a really simple process of making sure that it’s communicated, it’s internalised and then realised.
So I mentioned I’m working with a team, I’m going to work with a team to do this tomorrow.
If you’ve got a team who needs help to become a multiplier, so that the cost of the salaries, they’re delivering much more than the cost to keep them, get in touch with me, but in the mean time, if you think about your team, what do you think with your vision is the next step in getting buy in?
Talk to you soon on The Reason & The Road.