There was a brief pause. “We’ve had that up there for a while,” the client replied sheepishly. “Our CEO loves it, but I don’t think I can give you an example of how we actually do that. We should probably consider taking that down.”

It never ceases to amaze me that companies will devote extensive resources to develop a vision and strategic goals that satisfy executives in the board room, yet do little to ensure understanding of these objectives among the very people they are counting on to achieve them—their own employees.  

If the VP of marketing can’t explain the company vision, it’s unlikely other employees can relate to it. Unfortunately, “Sounds good, but I can’t tell you how it works,” is the rule rather than the exception when it comes to many organizations’ vision statements. Staff members are often able to parrot the company vision but don’t know how to apply it. Some say confidentially that they doubt the vision is attainable.

In the current economic climate, employees who understand what their organization seeks to achieve and how their role supports that goal provide a competitive advantage to lean organizations struggling to achieve business goals with fewer resources. They can work self sufficiently, recognize when they need to step outside their defined role, and uncover options that bolster the organization’s bottom line.

As my story about the hospital vision shows, this depth of understanding and motivation doesn’t occur automatically. In order to succeed, the organizational leaders who adopt the vision need to ensure that employees at every level understand the vision and are clear on how their job furthers the organization toward its realization. This is where research and communications professionals can really add value.

By nature, a vision statement is aspirational and powerful—providing an overriding organizational focus. Consider the original—and most successful—vision statement:  “Go forth and multiply.” Since its inscription in Genesis 24:2, this vision continues to inspire.

What about the most famous vision statement in the universe? 

“To explore strange new worlds. To seek out new life and new civilizations. To boldly go where no man has gone before.” All of the team members on the starship Enterprise understood where their venture was going and how they fit in.

So how can organizations on planet Earth inspire their employees to achieve their visions? 

Although vision statements can and should be initiated by leadership responsible for setting the direction of the company, they will work only if rank-and-file employees understand the vision and how it applies to their roles.  In other words, what does success look like, and how can employees support its realization?

There’s only one way to enable this kind of insight—ask employees for input. 

Before the Web site video, company celebration, or corporate rollout associated with a new organizational vision, take the time to run the statement past employees companywide through focus groups, an online forum or another vehicle in which employees feel comfortable expressing their opinions.  

Ask employees to:

• Write down what they consider to be the statement’s main idea.

• Circle words they like, words they don’t like, and anything they don’t understand.
• Rate the vision 1-10 on its importance to the company as well as its attainability in the current environment.  For example, employees for one company wholeheartedly agreed “innovation” was important, but couldn’t see it happening in their bureaucratic environment.
• Describe how they see their role supporting the vision’s achievement.  (If they can’t identify this, communicators know they have some important work to do!)
• Share a story or example of how this company is on its way to achieving the vision. The stories generated from this exercise will show how the vision applies across locations and business units. They can be shared in communications launching and supporting the vision, bringing the statement to life for employees.

Obtaining employee input in a corporate vision accomplishes two key objectives:

1. It ensures employees understand the vision and how their job responsibilities support it.
2. It helps employees feel involved in the vision’s creation and engages them in its achievement.

In the end, many extensive employee engagement studies boil down to one common issue: Employees don’t know how their day-to-day work is moving the company toward achieving its overall goals. The resources devoted to developing and obtaining employee input for a corporate vision will pay off in spades when team members across the organization get behind the vision and collaborate to move it forward.

Jenny Schade is president of JRS Consulting Inc.