Four Essential Steps Involved in the Process of Creating a Vision

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Imagine if someone is commissioned to create a vision set for let’s say 10 months or 10 years long, and that person’s duty is to carry out four different tasks of implementation where each of them requires a certain criteria of critical thinking skills. Well, problems such as experiencing an immense scale of task difficulty while involving a certain degree of crucial thinking expertise become greater and sometimes appear to be extremely overwhelming; particularly, when they are meant for a short breadth of vision needed to be achieved in a shorter amount of time. Therefore, the following steps below could be of the constructive guidelines for any individual who plans to create a vision for future sake:

Step 1: Expressing a vision itself. The first skill is to express a vision, namely to take an action to implement the vision itself and behave in any necessary manner to stress its goals. Consider a case of a mid-level manager who is responsible for some of his engineering product development team. So, let’s imagine that this manager has set forth his team with a greater freedom hoping that they are able to illustrate more productivity and effectiveness while carrying out their duties. The manager has developed a mental vision and rigorous plan for his team to be able to constantly run their operations during whatever unprecedented situation they may encounter in the future. At this point, you probably have noticed that the manager from this example not only has decided to take an action in showcasing his leadership to his subordinates, but also he has expressed his concerns derived from his vision by commissioning his team to be fully accountable for carrying out their tasks without any of his future interventions.

Step 2: Describing a vision. After the process of expressing what derives from a vision declared, then the next skill is to give its description and inform it to others, particularly by providing a clear explanation of a vision expressed alongside several steps, immediate actions, and future goals aimed. Again, going back to the previous example of a mid-level manager who has delegated a task to his engineering team with liberty; a leader who has established his own self-management team where he limits his authority to interfere his product and development team. As you have learnt from this exemplary case, it is crucial as part of the process for a manager to be able to explain what are the missions set to be implemented by all members of his team – i.e. clarifying what needs to be done, what needs to be operated effectively, and why it has to be achieved.

Step 3: Expanding a vision. Following the process of providing descriptions to a vision stated, the third skill is to expand a vision. When it comes to expanding a vision, to cope with a sequence of events in different situations is necessary so that a vision developed and set can be implemented in various ways. Given from the previous example, a mid-level manager might want to expand his vision to other teams who might still be under his control. From this point of assumption, he could have a meeting with members of other teams or at least having a talk to some of their key people instead. The manager, additionally, could have assigned those members from other divisions to train his main engineering team based on several guidelines he has issued. He could have delegated other divisions to assist him explaining several important steps as well as some of the key measurement without him being engaged directly. Thus, the manager's job in this scenario is becoming almost equivalent to the job of being a two-side leader.

Step 4: Develop a Vision. Finally, the fourth and the last process of creating a vision is to extend a vision itself further through the goals enrichment program which may include several list of alternative targets. For example, a CEO who has a vision in regards to the involvement of his workers in one particular area of expertise may not be as effective as a transformational leader. In other words, a thorough process which determines the key success of creating a vision involves more aspects than just developing a single plan alone. To be able to comprehend deeply over the employees’ direct engagement in a vision must be thoroughly analyzed regardless of their hierarchy positions. Therefore, a leader in this case must consider different instruments to enhance his work planning from one unit to another, or perhaps from one division to another so that any organizational changes occurred can feasibly be determined and tailored to the new employees’ future involvement.

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