Vision and Purpose
Good practice examples for Vision and Purpose
Find ways to translate the vision and values into daily behaviour
The organisation’s vision and values can seem like abstract concepts unless explained and translated into practical examples of behaviour, particularly the actions of leaders and managers. You might spend time in meetings or workshops getting people to think of how they have seen the values put into practice, or where they have been challenged. You could also consider what kinds of behaviour are unhelpful, counterproductive or risk undermining the agreed values and vision.
Make sure the organisation consistently reinforces messages about its vision and values
If the actions people see from managers and peers are at odds with the stated vision and values, they can become empty words and lead to cynicism. In developing and implementing your people strategies, consider how they support the values – for example, do the targets people are set put them under pressure to cut corners? Are people consistently rewarded for the right behaviours? Do leaders act as role models for the values in their own dealings with people?
Identify the values and vision that different individuals in the organisation have
Use team meetings, interviews or workshops to explore the principles and aims that people – across the whole organisation – feel the organisation should have.
Get feedback from customers or clients, suppliers or stakeholders about their perceptions of the organisation
Their current experiences and views regarding the organisation’s vision and purpose - and their views on what the organisation should aspire to, i.e. its desired future - can provide a valuable extra dimension.
When identifying the vision and values of the organisation, establish the factors influencing the organisation now and in the future
Consider prioritisation and exploration techniques such as SWOT (Strengths, Weaknesses, Opportunities, Threats) or PEST (Political, Economic, Social, Technological factors influencing the organisation).
Invite a motivational speaker to bring the values of the organisation to life
An enthusiastic outsider with experience in a different field can help frame issues in a new way, and get people thinking in a different way about their own organisation.
Ensure management regularly reviews the organisation’s business strategy and performance
Regular meetings or dedicated awaydays for your senior management team can ensure there is time set aside for reviewing the business strategy, separate from day to day issues.
Publish performance against your key performance indicators
You might ensure employees – and perhaps external stakeholders – are kept up to date with the performance of the organisation via a newsletter on an intranet.
Include reports on business performance and strategy within group or team meetings
Keep people up to date on management thinking – and give them a feedback route to contribute their own ideas.
Identify ways the organisation could use its skills or assets to benefit the local community
You might think about how your buildings or other assets might benefit others, such as opening up a meeting room at the weekend for use by a local group, or allowing staff paid time off to take part in community schemes.
Explore specific good practice in social responsibility, and applicable award schemes
Specialists such as Business in the Community offer advisory services and awards such as the CommunityMark recognising specific achievement in relation to corporate social responsibility, and a web-based toolkit for organisations looking to address corporate social responsibility (http://www.bitc.org.uk/resources/toolkit/).