Leader as Beacon & Architect Planning Document For this next portion of the planning document, you will have the opportunity to formulate succinct statements for each element of direction for your department, unit, or organization using what you identified in the context. To review what you identified for the context, select the context tab. Let's begin with your vision, your aspirational destination. What do you picture for your team, department, unit, or organization's future? What do you hope to accomplish? Visions can be emotive, such as Patagonia's "We're in business to save our home planet," or Boston Children's Hospital's "Where the world comes for answers." But, they can also be pragmatic, such as Erasmo Nuzzi's "Push EEM from $0.4 sales per capita to $1 per person in the coming years." As Bethany Quam mentioned earlier, some people connect to the emotion, while others connect to the rationale facts. Your role as the leader is to set a vision that resonates with the people in your organization and will advance the work you hope to accomplish. Context Direction Vision: our aspirational destination While you should engage members of your team to help you craft a vision statement for your department, unit, or organization that reflects your goals and the larger company’s goals, practice writing a vision statement now on your own. Use the contextual factors you identified as most impactful in the previous lesson and refer to the questions you answered earlier on how to think about a vision. What do you want your vision to be for your department, unit, or organization over the next three years? Your vision statement will remain private and should be no more than 30 words.
Leader as Beacon & Architect Planning Document
For this next portion of the planning document, you will have the opportunity to formulate succinct statements for each element of direction for your department, unit, or organization using what you identified in the context. To review what you identified for the context, select the context tab.
Let's begin with your vision, your aspirational destination. What do you picture for your team, department, unit, or organization's future? What do you hope to accomplish?
Visions can be emotive, such as Patagonia's "We're in business to save our home planet," or Boston Children's Hospital's "Where the world comes for answers." But, they can also be pragmatic, such as Erasmo Nuzzi's "Push EEM from $0.4 sales per capita to $1 per person in the coming years." As Bethany Quam mentioned earlier, some people connect to the emotion, while others connect to the rationale facts. Your role as the leader is to set a vision that resonates with the people in your organization and will advance the work you hope to accomplish.
Vision: our aspirational destination
While you should engage members of your team to help you craft a vision statement for your department, unit, or organization that reflects your goals and the larger company’s goals, practice writing a vision statement now on your own. Use the contextual factors you identified as most impactful in the previous lesson and refer to the questions you answered earlier on how to think about a vision.
What do you want your vision to be for your department, unit, or organization over the next three years? Your vision statement will remain private and should be no more than 30 words.
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