Casting Vision: Building a Strong Foundation

"You can't build a great building on a weak foundation." ~ Gordon B. Hinckley

Possibly one of the most critical elements of developing a thriving business is what is laid beneath all of the actions that make it thrive. In a sense, the very thing that results in thriving, or makes thriving possible, are the bricks laid at the bottom. Those are the ones that form the foundation, bear the weight of what comes next, and ultimately decide just how high you can build. Casting a Vision that has gravity and inspires creation is fundamental to your business. 

The format, or plan, that I recommend to my students is the Diamond approach: Purpose - Core Values - Mission. Once articulated, the pattern forms a Diamond shape similar to this example.

                 Purpose

     CV1   CV2   CV3   CV4 

                 Mission

Purpose and Mission form the upper and lower sharpened points of your diamond, while your Core Values form the bridge between the two.

Purpose: why do you exist?

Succinctly stated, Purpose is why your organization exists. Few ideas are more central to defining what an enterprise is or is not. Few questions render more detail on direction than "why." Few statements will encapsulate and explain to those you wish to serve more than your purpose. Hence, that is why it is the cornerstone in this pattern. 

I encourage students to think of this in terms of a 50-year arc; what will the enterprise STILL be doing a half-century from today. This is the idea that is well-nigh immovable and unchangeable. True, we may refine it over the years, or wordsmith it a bit to make it accessible to a new generation, but it the truth it speaks about our enterprise does not change.

When it comes to formulating this singular statement, I gravitate toward Simon Sinek's advice that this statement should be consequential and emblematic of what will result from your Purpose: To (blank), so that (blank). This statement should touch on philosophical tones without being so lofty, vague or general as to be immeasurable. Again, we are looking for something we can sink our teeth into, something that gives us reliable direction and does not just point us skyward to that pie. 

Core Values: Language, Culture, Action

Core Values, regardless of the number, define how your personnel will live out the calling of your Purpose. It defines the day-to-day operation of your Purpose in action. 

Your Core Values establish the language of the institution. If you think about it, this is what culture is; culture is harnessed and governed by language. So, Core Values can, and should, be leaned on heavily to establish, reestablish, refine, and define the culture of your organization. 

In doing this, it's not enough to print flyers, hang posters, and place a copy in the company policy manual. Those values that you identify as Core to your enterprise must be exercised, daily. But how do I exercise my values, you might ask? Great question! You must expressly tie each Core Value to at least one specific action. For example, if we value customer service at our core, then the individual who is willing to stay past the time-to-go-home-bell to finish the call, complete the consultation, or help the customer finish the paperwork, is living out that Core Value. 

Core Values articulated as statements, only, lack staying power. Values coupled with action transform culture.

Mission: President Kennedy had it right

In September of 1962, President John F. Kennedy, while speaking at Rice University, spoke about the Mission of placing a man on the moon before the end of the decade and returning him safely to Earth. The President spoke about something that was theoretically possibly, but for which the science has not been developed to achieve. He spoke in terms of a challenge to the nation and its scientists to develop, invent, and innovate the ideas and tools necessary to finish the job. This is the essence of Mission. 

Two questions guide us in this venture: What specific "thing" do we want to achieve? What specific timeframe will we accomplish it in? The caveat here is that what we intend to accomplish must presently be out of our grasp. It should be unreachable with what we have now, but not entirely unrealistic. It should likewise challenge us to dream, learn, and innovate. 

I understand that the terms Vision and Mission are used interchangeably at times or carry with them almost indistinguishable meanings. In the Diamond Vision structure, Vision refers to the package of Purpose and Core Values and Mission, while Mission is the thematic goal of which we are in pursuit; it is our NEXT mountaintop. Using these terms in this way will add clarity and brevity to these foundational ideas.

Forming and articulating your enterprise's Vision in this manner enhances that foundation that is vital to an institution built to thrive. If you need help working through any of these concepts, articulating these ideas, or just need to know where to start, do not hesitate to reach out. Through the years I have developed the Vision Casting Lab, a customizable step-by-step program that uses the process of discovery to build lasting Vision in organizations. I am glad to provide guidance as your teacher and consultant as you work through these steps to lay a stronger foundation for your organization.