| Napoleon Hill, author of Think and Grow Rich, | | | | that fills a genuine need? (remember Jim |
| learned that successful people shared 17 | | | | Collins' hedgehog concept from Good to |
| common traits. One of those traits was that | | | | Great). |
| they shared a "burning desire." | | | | |
| | | | 2. Write down how you are regularly |
| How many of us work for organizations where | | | | leveraging and developing the 4 intelligences |
| that burning desire--or vision that launched | | | | of your best people: heart (emotions), spirit |
| the business--resembles a pile of smouldering | | | | (make meaning in our work and lives); body |
| embers? | | | | (satisfy basic material needs), and mind |
| | | | (commitment to lifelong learning)? |
| Or worse yet, where a clear vision never | | | | |
| really existed? | | | | 3. Learn how the rest of the world views your |
| | | | organization. Hire an independent research |
| This question surfaced for me while attending | | | | firm to survey your stakeholders, suppliers |
| a technology conference last May in Los | | | | and customers. Include these questions: |
| Angeles. The room was filled with nearly 600 | | | | |
| professional women. When best-selling author | | | | * Describe an outstanding experience you've |
| Marcia Wieder asked "how many of you | | | | had with our company...What made it so |
| currently have a vision of your future?," | | | | memorable? |
| fewer than 20 participants raised their | | | | |
| hands. | | | | * Who was involved? How did this compare to |
| | | | other experiences you had with this |
| This surprising incident coincided with my | | | | organization? What do you value most about |
| most recent interview with Stephen Covey, | | | | the work you do with this company? |
| best selling author and Vice Chairman of | | | | |
| FranklinCovey. His newest book, The 8th | | | | * What values does this firm stand for? What |
| Habit, emphasizes the debilitating impact on | | | | is it that, if it did not exist, would make |
| society when any organization is unable to | | | | this organization operate completely |
| clearly define their vision (or, as he calls | | | | differently? |
| it, "find their voice"). | | | | |
| | | | * If you could create the ideal company (in |
| Covey states that "bureaucratic systems | | | | our industry sector), what key elements would |
| affect organizations deeply. Now that the | | | | it contain? |
| Internet has put customers in charge, we have | | | | |
| no choice but to be resourceful and | | | | 4. Identify what you are doing every day to |
| innovative" with our vision. | | | | reach out and help others find their voice. |
| | | | Wayne Darbeau, Vice President of |
| Today, innovation and resourcefulness are | | | | Administration for the Port of San Diego, |
| sorely lacking in America's Finest City. In | | | | knows this isn't always an easy task for a |
| October 2002, the San Diego City Council | | | | public service leader. He practices the 8th |
| approved a General Plan. The vision was to be | | | | Habit regularly. Says Darbeau, the Port has |
| "a city that is a thriving metropolis, yet, | | | | spent the last four years "eliminating our |
| at its heart, remains a City of Villages." | | | | arrogance. We listen to the public." |
| | | | |
| Here in San Diego, we are operationally | | | | In addition, several Port leaders are |
| falling very short of realizing that vision. | | | | certified in Franklin Covey's Seven Habits of |
| Our municipal pension fund faces a $1.4B | | | | Highly Effective People methodologv - |
| shortfall. Current city events are not | | | | including the CEO. Their vision is woven |
| aligning with the original vision. | | | | throughout every hiring, training and |
| | | | development system. This includes weekly |
| This is a great example of how disastrous it | | | | orientation meetings where CEO Hollingsworth |
| can be when your vision is unclear or | | | | explains it to new hires. |
| non-existent. You may be spending more than | | | | |
| 10 percent of your time publishing and | | | | The Port's survey results speak for |
| enforcing policies, procedures, and | | | | themselves. From 2001-2004, job satisfaction |
| contracts. You refer to people as "headcount | | | | for their employees grew from 70% to 76%. |
| expenses" (translated: "people are things and | | | | From 1998-2004, employees who felt they were |
| we treat them like Industrial Age workers) | | | | appreciated for the work they do increased |
| Or, perhaps your current vision statement has | | | | from 44% to 70%. Says Darbeau, "People |
| become a source of ridicule by your | | | | respect our process. It's inclusive, |
| stakeholders. | | | | collaborative, and shows a high commitment to |
| | | | public service." |
| Thankfully, leaders can take these steps to | | | | |
| re-claim that burning desire: | | | | Summer is a great time to take your vision |
| | | | for a sail. You may like the outcome-even if |
| 1. Honestly answer this question: What do you | | | | you hit a swell or two. |
| (as a person or company) really love doing | | | | |