Keeping Momentum When The Vision Seems So Far

Have you ever tried to complete a jigsaw puzzle without an image of the end product to guide you?

I have never found it relaxing to work on jigsaw puzzles during downtime – however, I’ve watched it happen many times. First, the corner pieces are found, followed by the edges, and the boundaries are determined. Colours are then grouped, and the front of the box is constantly referenced to determine what part they play in building the final picture.

Leading through change to reach a preferred and envisioned future is the same. Every piece of the puzzle needs to identify its place on the front of the box.

In Start With Why – Simon Sinek tells the story of two stonemasons. Picture walking up to the first, asking him, “Do you like your job?“. Then, from the dust and the dirt of his work, he looks up and replies, “I’ve been building this wall for as long as I can remember – the work is monotonous, in the scorching sun all day, and it is back-breaking work. It’s a job, it pays the bills.“

You find a second stonemason a few meters away and ask the same question. He replies with, “I love my job. I’m building a cathedral.” Same job, same work, same project – different outlook. The second stonemason can create a clear and direct connection between his daily work and the bigger picture. He knows the part he plays in building the cathedral.

Strategically leading through change requires creating a line of sight between what we put our hands on and what we are building. The front of that jigsaw puzzle box must be right in our vision.

Three things we can do that are in the control of anyone leading others:

Key 1: Create A Compelling Vision

When choosing a jigsaw puzzle, we reach for the box with the most compelling image on the front. There’s a reason why puzzles are not sold in plain brown boxes – the vision of completion is the most significant selling point. A jigsaw puzzle is also often connected to a memory, such as a location visited on a past vacation. Not only is the picture on the box attractive but so is the emotional attachment created from that memory. As leaders, we have the same opportunity about the preferred future we paint for those following.

How to keep a compelling vision in front of people:

• Never stop talking about it. We don’t empty the pieces and put the box back in the cupboard while we compile it. It never leaves our sight. An avid jigsaw enthusiast will keep that image in front of them as they build, and we must do the same. Vision is like a bucket that leaks, so never stop filling it up. Take any opportunity to remind teams of the future ahead of them.
• Give vision priority. Talking about it in team meetings is not just an agenda item; it is THE agenda item. When we practice this as leaders, our teams will follow, and that priority will cascade down throughout the organization we are leading.
• Change the language. Our words are powerful, mainly when introducing new expressions attached to an envisioned future. However, a single word or phrase can trigger an emotional response and even cause us to dredge up a mindset locked to an ineffective strategy. Instead, attach freshness and excitement by introducing new phrases that speak to a compelling vision.

Key 2: Connect Today’s Work to Tomorrow’s Vision

Vision is like the edge pieces of a puzzle that define the boundaries that we work within. When we cluster pieces together, we can see its part in creating the bigger picture. If you’ve attempted a giant puzzle, you know the excitement and momentum that builds as you work out where each cluster fits. What we do each day needs to stay connected to the preferred future. We need to know how our contribution works towards seeing the cathedral’s completion.

The 4 Disciplines of Execution framework (McChesney, Huling, and Covey) uses the concept of lead activities and measures that impact and influence “wildly essential goals”. A lead measure connects individual achievements to the success and completion of organizational goals. The book presents an analogy of a baseball game to explain the principle. We all know that runs on the board win the game; however, it asks, “What causes a team to score runs?” A team needs fast runners, heavy hitters, minor strategic hitters, and other lead activities to score runs. Even the staff in the locker room that ensures that equipment is maintained can connect that task to scoring runs for the team – if the coach shows them the connection.

Key 3: Build A Scoreboard

Another principle from the The 4 Disciplines of Execution is a giant, bright, bold, and loud scoreboard. But unfortunately, we usually create a scoreboard for coaches, not players.

Coaches need to know all the statistics and measures. They want to know how many meters were gained, the statistics on errors and plays, and any data they can access.

Players, however, need to know two things – Are we winning or losing? How long is left in the game?

In the adrenaline-filled atmosphere of the game, a team needs to glance at a giant scoreboard and know precisely where they are. In the same way, the team we lead needs to understand how they are tracking towards the preferred future and how the jigsaw puzzle is taking shape. We don’t need to install scoreboards in our offices. Still, we can communicate the score in team meetings, stand-ups, emails, one-to-one conversations, and via carrier pigeon if necessary.

Photo by Mikael Kristenson on Unsplash