Leaders are continually challenged to assess their organizations for any changes needed to improve function and long-term outlook. They take a deep look at many aspects of the operation, studying information from various viewpoints and departments. Leaders are also tasked with ensuring that all policies, procedures and processes are in alignment with the mission and vision statements.
Mission statements declare an organization’s purpose; what they do and why. Vision statements are (as the name suggests) a vision of where the organization will go; what the results of all efforts will be.
Both statements are intended to unify and focus people with a common purpose and goal. Leaders should understand that ultimate success is possible only when everyone is on the same page at the outset, supporting each other, believing in the mission and the vision. The days are gone where mandated edicts are willingly adopted.
Many leaders struggle to overcome the initial requirement of unity and engagement. Without buy-in from their people, all the magnificent wording of statements, all the splendid planning and budgeting is for naught. The ideas fail before they can be implemented.
This article explores what prevents vision or plan adoption, how communicating plans can go wrong and offers tips to get employee buy-in with a great leadership approach.
This is a brief synopsis of a 1,225-word article and 3-Article Nuggets*, suitable for consultants’ newsletters for executives and leaders in organizations. It is available for purchase with full reprint rights, which means you may put your name on it and use it in your newsletters, blogs or other marketing materials. You may also modify it and add your personal experiences and perspectives.
The complete article includes these important concepts:
- What prevents plan adoption
- How communicating plans can go wrong
- Getting buy-in with a great approach
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1. Persuading Your Employees to Adopt Your Plans– 1,225-word Article
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