Peer Management

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Please respond to the following two peers below:

Change Vision

Creating a compelling vision statement is a vital ingredient to managing change. In this discussion, you will develop the vision statement for your change initiative. Use the questions below to guide you.

  • What is your vision statement for the change initiative you have chosen for your Assignment 2?
  • Why did you choose this vision?
  • How can you use the EVM tool to help you refine your vision statement?
  • How much alignment to this vision do you feel is already in place, even if it is not well articulated yet?
  • What steps are needed to communicate the vision and align stakeholders around the change initiative?

1 Breana Southerland

RE: Week 4 Discussion

COLLAPSE

Hello everyone and Happy Week 4!

Currently, I work for an international nonprofit organization. The vision statement that I have chosen for Assignment 2 is:

“We exist to spread love and uplift our community without discrimination. To serve our community with the most up-to-date and efficient resources possible. We exist to allow clients and employees to reach their full potential. To share our message so that we can continue to serve the most vulnerable members of our community. To build partnerships that will restore families and change lives. To Be the Good We Want to See.”

I chose this vision statement for quite a few reasons:

  1. This vision statement directly aligns with my organization’s national brand strategy, which is “Doing the Most Good”. This slogan has been our company’s promise to the community to do this most good with our donations, resources, time, and services (1). This promise calls on employees to “do the most good” in every aspect of their work, and that they are stewards of the money entrusted to them. This ensures that our clients are treated to the highest standard of our mission statement.
  2. The statement correlates to my change initiative which is an advocation for more efficient systems and processes to be able to successfully service our clients. In order to offer goodness to others, you have to start by being “the good” and sometimes that means starting with self-reflection and being the change that you want to see.
  3. This vision statement is a play on Gandhi’s “Be the Change that You Want to See in the World”:

“If we could change ourselves, the tendencies in the world would also change. As a man changes his own nature, so does the attitude of the world change towards him. This is the divine mystery supreme.” – Mahatma Gandhi

This is a call to action to focus on what you can change versus what you cannot and to avoid the judgment of others(2). This is an objective our company was founded on, as we were created by a missionary who focused his message on helping the outcasts of society.

The EVM tool would be helpful with refining my vision statement by ensuring that it is customer-focused, includes success metrics, guides important financial commitments, and targets key operational and organizational elements (3). After completing this week’s reading it has already made me aware that before assignment 2, this vision statement will need to be a little more detailed to be considered effective. It would need to be progressive enough to push employees out of their comfort zones to get them on board with the initiative. A large part of this initiative is already in place within our organization so it will be important to adjust my vision statement to be more direct about the push, advantage, and substantial need for new technologies.

The steps needed to communicate this vision and align stakeholders would be to create urgency to obtain buy in, and present to the stakeholders by using Kotters recommended steps for effective communication of vision (4):

  • Keep verbiage simple
  • Use examples, success stories, and examples (verbal and illustrated)
  • Spread the word across multiple forums
  • Repeat, Repeat, Repeat!
  • Walk the Talk
  • Be transparent to maintain credibility
  • Always request feedback

Thank you!

Breana

References

1. https://www.salvationarmycarolinas.org/about/story…

2.Morton, Brian. “Falser Words Were Never Spoken.” The New York Times, The New York Times, 30 Aug. 2011, www.nytimes.com/2011/08/30/opinion/falser-words-were-never-spoken.html.

3.JWI 555: Week 4 Lecture

4. Kotter, J. (1996). Leading change. Boston, MA: Harvard Business School Press.

2.Karen Howland

RE: Week 4 Discussion

COLLAPSE

Hello Professor and Classmates,

What is your vision statement for the change initiative you have chosen for your Assignment 2?

An agency helping those in need find an affordable place to call home in New Jersey.

Why did you choose this vision?

I choose this vision because the agency vision is to help those in need find a safe place to call home that is affordable. The agency believes that everyone should have a place to live and be able to afford it.

How can you use the EVM tool to help you refine your vision statement?

Key strategic elements of the vision, including product/service focus; customer/market focus; unique positioning and differentiation (1). This tool can help refine the vision statement to clearly state what the agency’s service and customer/market focus truly are and what the agency can do and has done.

How much alignment to this vision do you feel is already in place, even if it is not well articulated yet?

I feel the alignment of this vision is in place within the agency, but I do think it could be strengthened because it does seem that it has been misinterpret by customers and developers.

What steps are needed to communicate the vision and align stakeholders around the change initiative?

Keep communications simple, direct, focused and jargon-free.

Deliver the message across lots of different forums and vehicles.

Lead by example.

Address inconsistencies and communicate with honesty and openness.

Solicit feedback and encourage questions, challenges, and arguments about the vision and what it means for your organization (2).

References:

  1. JWI 555: Week 4 Lecture
  2. https://www.maciverprojectservices.co.uk/2010/kotters-leading-change-step-4-communicating-the-vision/
  3. Kotter, J. (1996). Leading change. Boston, MA: Harvard Business School Press.

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