O que você faz se sua equipe não está entendendo sua visão?

First things first, a leader must ensure that their team understands and connects with his vision. He/She needs to articulate it clearly, simply, and inspiringly enough to resonate with the team. He/she must earn the team's trust and respect. Then, he/she needs to define and explain the destination and milestones to get there. He/she must bring out the team's best through support and mentorship. Communicate openly to keep everyone motivated and unified. Be responsive and agile in navigating challenges together. Connect empathetically, making people feel valued. Communicate to foster shared purpose.

Always involve the team in determining the organization's goals. This strategy helps clarify the goals at the very initial stage. The team owns and selects the goals rather than seeing them as imposed. In our case, getting the professional help of a third-party coach was very helpful as it provided an opportunity for an open dialogue and a comparison of our goals to the industry benchmark.

If your team doesn't understand your vision, it's essential to take proactive steps to address it. It’s our job as a leader to lead the way and clear the clouds. 1. Communicate Clearly: Clearly articulate your vision, goals, and expectations. 2. Provide Context: Help your team understand the context behind your vision. 3. Encourage Dialogue: Foster an open and inclusive dialogue. 4. Listen Actively: Listen to your team members' perspectives. 5. Break It Down: Break down your vision into smaller, actionable steps or milestones. 6. Provide Support: Offer support and resources to help your team members align with your vision. 7. Lead by Example: Demonstrate your commitment to the vision through your actions and decisions.

A key thing to keep in mind is that communicating a vision is not only about the 'what' but also the 'why'. Clarity and alignment on both these aspects is important, and this can help drive stronger execution (the 'how')

Develop a shared team vision. A team should not understand the leader's vision but should be bought into it and believe in it as a team. Start by engaging the team to understand their questions. Keep the language simple and actionable. Develop clear goals, and concise, measurable objectives and explain how they are aligned to the vision. Be open to feedback and adjust goals to enable team buy-in. Clarifying goals to each team member is essential, and linking these to how they contribute to the overall vision is an important way to obtain clarity and purpose. Every member needs to understand how they contribute to the overall vision.

There could be many reasons for this scenario. Either the vision itself is quite nebulous, and employees lack clarity about it. To simplify, break it into small goals, ensuring they're challenging but not impossible to achieve. Attach rewards to goals, and clarify why employees should achieve them and what they'll gain. Have close meetings with senior leaders, then direct meetings with sub-senior management. Provide resources, extend help, and even after that, if the vision remains unclear and goals aren't met, ask plain questions to leaders. Identify high performers try repeat the pattern. If nothing works, reflect inwardly and be prepared to move on, acknowledging that the issue may lie with your leadership rather than the team or vision.

Engage in layers. Talk to the first circle of people and capture feedback. Iterate with that layer till there is no objection. Eliminate detractors who have a non-business agenda. Once the first circle is onboard, move to a broader team. Now you have a team which is already onboard with your vision, so more than one person is better than just YOU

If it is not simple and clear then it needs to be reframed. But even more importantly - they Why needs to be effectively communicated to everyone; and the leader needs to be reasonably open to changes. Once properly framed and communicated, the How or the implementation must be left to the people. These are the three most important elements.

When your team doesn't understand you do the following: 1. Make it clear and simple. 2. Separate to some smaller tasks and explain how they lead to overall goal. 3. Discuss concerns and ask what is unclear. It may happen, that team actually does understand but doesn't believe in your vision. 4. In later case - start doing some parts yourself (or with those, who believe). Even relatively small success may foster team confidence!

After you’ve determined what the vision needs to be, and developed the mission, sense of urgency, etc., you must consult with a guiding coalition that can pressure test the vision. This group can provide meaningful feedback and insights before it needs to be communicated to the masses. In this case, it sounds like the coalition step may have been missed. Schedule some time to get feedback from others, and reassess if your idea matches the timing, development level, staffing, etc., of the organization. Ask candid questions- what’s missing, why does this not resonate with you, etc. The hard question is are you as a leader willing to part ways with people who no longer align with where the mission is taking the org?

The critical success factor of a leader is the quality of communications. A servant leader will always ensure appropriate dialogue exists to clarify the vision. So open and honest sharing must be good for how we all feel towards what we are striving to and towards one another on the journey.

Good listening skills are critical. You must engage in dialog to understand hesitations and objections that are often initially unspoken. The process of truly understanding the challenges also builds trust. Addressing those challenges specifically and frequently reminding the team of the larger benefits of the project is key to ensuring success.

When your team is not understanding your vision, it's important to communicate clearly and provide examples to illustrate your vision. For instance, you could share a successful project from the past that aligns with your current vision. Additionally, encourage open discussions to address any misunderstandings and brainstorm ideas together. It's also helpful to break down your vision into smaller, achievable goals to make it more digestible for your team. Regular check-ins and feedback sessions can ensure everyone is on the same page and working towards the same goal.

Its really important to, when faced with multiple voices not in agreement, to look at your vision, and do the gut check as to whether what you FEEL is the right path really is. Vision can be myopic, or distorted, and having the humility to assess whether you are wrong is the most important element of leadership. Solicit feedback, get perspective, ask for alternatives. If after this you are still certain your vision is clear, you need to align the team, and also be willing to stand in the face on non agreement.

A leader facing a disconnect between their vision and the team's understanding should strive for clarity through transparent communication, breaking down the vision into actionable steps. Leading by example is crucial; the leader must embody the values and principles of the vision, demonstrating commitment and inspiring trust. Additionally, fostering an environment of open dialogue encourages team members to express concerns and contribute ideas, fostering a sense of ownership in the vision. Through patience, empathy, and consistent reinforcement, the leader can align the team's understanding with the visionary direction, paving the way for collective success.

A leader is a demigod for their people. Teams look to their leader's example, which motivates them to follow. To achieve a vision, a leader must lead from the front. 'Be the change you wish to see in the world.' - Mahatma Gandhi.

Definately energy built energy and when leadership is front ending will energies team to work extra miles and achieve any target beyond scope of work

I am not sure that I am a really GREAT example but I've got 89%+ in impressions for the last 3 months, so it's not so bad, IMO 🧚🏻♀️🧚🏻♀️

I cannot emphasize enough on the importance of leading by example. A lot of the times, the projects we work on are innovative and it is sometimes difficult to find best practices. In that environment, one has no choice but to take the leap of faith and implement new approaches. The team will follow your lead and it will make them more confident and comfortable to take some risks themselves.

If your team is struggling to grasp your vision, leading by example can be a powerful approach to bridge the gap and inspire alignment. Start by clearly communicating your vision, breaking it down into actionable steps, and providing context to illustrate the bigger picture. Embody the vision's values, involve and support your team, celebrate achievements, encourage open dialogue, and lead with empathy. This fosters alignment and drives success together.

Leadership is all about conveying the right message or organisation goal to team members. All communication channels need to be open for gaining team insights and bringing them all back to the common goal / target.

In my view, it's important to communicate clearly and provide concrete examples. For instance, you can share success stories of similar projects that align with your vision or conduct workshops to illustrate the end goal. Additionally, encourage open dialogue and listen to their concerns to address any misunderstandings. Providing training and resources that align with your vision can also help team members better grasp the concept. Ultimately, leading by example and showcasing the benefits of your vision through tangible results can motivate your team to understand and support your vision.

Ensuring your team has access to the resources they need is vital for aligning with your vision. Whether it's market research, technology, or training, providing these resources empowers them to contribute effectively. By equipping your team appropriately, you foster their ability to understand and execute the vision you've established.

Providing resources is about ensuring your team has the tools and training to achieve the vision. Equip them with what they need to get the job done—whether that's software, data, or training sessions. Clear communication and resources are crucial to keep the workflow smooth. Share specific examples or case studies to give them a real-world context, and be available to answer questions. If there's confusion, address it immediately. The right resources cut through inefficiency and help everyone focus on what's essential, ultimately driving your vision forward. If you don't equip your team properly, don't expect them to deliver results.

Equip your team with the necessary tools and training to align with the vision. Sometimes, a lack of understanding stems from not having enough resources to execute the vision effectively.

When providing resources, try to remain concise and organized. Be sure to include a brief statement and clear labels, so that your message can be broken down. Including instructions or opinions as a separate attachment is very helpful. Otherwise people tend to glaze, if not ignore all together. Think of it like creating a mini database for them 🙂

The right tools and resources are essential to creating a successful sales system. Communication with customers, information circulation in the team, providing optimal services and ... are facilitated by using them. These tools are valuable investment to change the company level. Employees of a company that uses the right tools can spend more time on things with more added value.

Here are twi ideas that can help bridge this gap: 1. Visual Aids: Utilize visual aids such as diagrams, charts, presentations, or even storytelling to illustrate your vision in a more tangible and engaging way. Visual representations can help convey complex ideas more effectively and facilitate better understanding among team members. 2. One-on-One Meetings: Schedule one-on-one meetings with individual team members to discuss your vision in a more personalized and interactive setting. This allows for deeper discussions, the opportunity to address specific questions or concerns, and tailor your communication to each team member's perspective and preferences.

Providing resources is a pivotal aspect of clarifying goals for my team. I believe that equipping them with the necessary tools, knowledge, and opportunities for growth is fundamental to achieving our collective vision. This involves a deliberate effort to anticipate needs and eliminate obstacles, allowing team members to focus on excelling in their roles. By fostering an environment rich in resources, I not only boost productivity but also empower each individual, reinforcing the alignment of their personal achievements with our broader objectives. This approach enhances commitment and satisfaction, crucially linking resource availability to our success and the clarity of our goals.

Depending on the industry, the type will vary but the basic is the information & constant engagement to know the practical needs. Data, MIS, and Financials are the basics for any project. The industry in which I operate advocates for access to sales figures, product variants, own product USP chart which is called Feature, Advantages & Benefit, Competition Schemes, Pricing Strategy & Marketing Strategy. Once the team is equipped with this Vision attainment becomes easy. Periodic assessment & conduct of systematic training is another aspect which is very much required to foster new ideas that resonate with your vision.

Leading by example by showing your team how to do things by doing them yourself. If you want your team to be innovative and take risks, be the first to try new ideas and learn from mistakes. Your actions will show your team what you expect and inspire them to follow your lead.

Appreciate the progress made by the team at various stages and show them how close we are towards the final vision . The team will get motivated and work harder to achieve the vision

1.Explain it simply. 2. Ask for feedback n their view points. 3. Show how it relates to their work. 4. Keep discussing it regularly.

Regularly communicate and reinforce the vision through various formats—emails, meetings, visual reminders. Consistent messaging helps keep the vision fresh and top of mind for everyone.

Sometimes it's actually a lot about attention and genuine interest. Much of my time leading teams goes into paying attention to personal challenges and the work at hand. The fact is that we all want reassurance and to wake up motivated; just a simple act of interest and appreciation can make all the difference. Don't start micromanaging :-).

Follow up is necessary to ensure that commitment is happening. After each meeting and discussion, everyone should have clear what are the next steps, priorities and times. To achieve big things people need short term goals and quick wins.

Learning from your mistakes. Pushing your team sharing mistakes his absolutely key and is extremely effective. Positive talking is good, but once you learn how you can improved things by learning from mistakes, talking about ten becomes positive. Leaders should open their weekly brief with their own “mistake of the week” and they’ve learned from it

Have monthly full team meeting to not only update on vision progress but to keep the vision purpose alive and re-energise the team. Especially important in a growing business.

One thing that I have found that helps the team to become familiar and align with the vision is simple repetition. If you have an in- person team, it should be posted in an area that’s frequented and should be reviewed at each meeting. If you have a virtual team, it should be an agenda item and stated at the beginning of every meeting. You can even offer prizes for those that can memorize it or tie fun games around ensuring it’s remembered. Be creative and innovative.

Offer Support and Resources: Make sure your team has the support and resources they need to execute your vision effectively. This might include additional training, access to tools and technology, or extra manpower.

I have found that if your vision or message is not resonating with your team, share it with a smaller group of people. You can even just share it with one person… Perhaps a peer or your supervisor. Review your discussion points and modify as needed. Sometimes you believe your message and vision is clear, but don’t assume that everyone else will. Ask for help when you need it openly except constructive criticism and feedback.

It’s esssential that vision and goals are clearly defined and understood and to be in DNA of team members .. communicate and keep updating them till they are on same page and take their views into consideration to achieve the goals as a team

To stay flexible is important while too frequent changes and adjustment should be also avoided. It takes awhile for team members to get into a routine to deliver the result of the action taken. Too frequent changes could create confusion and take time to readjust to new routine with each change.

Depending on the fact of the certain group of people, the high context and the lower context, a vision or mission statement crafted by a high context communicator will need to be converted to low context if there's any low context communicator in the organization, and vice versa.

Be open to feedback and ready to make adjustments to the vision if significant and consistent gaps in understanding arise. Sometimes, adapting the vision to better fit the team’s context can enhance alignment.

Translate the vision into tangible personal tasks, as for different employee levels the message might not be resonating at high levels but can be easily adopted if its transformed into simple day to day activities it entails!

In my opinion, being able to change our plans when needed is super important for success. Sometimes, things don't go as expected, and we need to listen to our team and adjust our vision. If parts of our plan aren't working for them or if things outside our control change, we should be ready to tweak things. But, we also need to make sure we stick to the main idea of our vision. It's like being able to change course if we need to, but still knowing where we're headed. Finding that balance helps us stay on track and work together effectively.

I do not agree with the text under Point 6 "Adjust as needed" - it is mixing up too many things. If your vision is misunderstood, it is probably a problem of wrong communication or all what has been said so far: alignment, involving or your team upfront, co-creation of the goals etc. The vision as far as I understand it, is something very broad and ambitious. That should not be adjusted easily, just because it is misunderstood (or doubted). Some of the greatest visions leaders had simply took longer than one a decade or more before they became reality.

Encourage open communication and actively listen to your team members' feedback and concerns. Understanding their perspectives can help you address any misunderstandings or barriers to understanding your vision and if needed sometimes you also needs to adjust

J'ai remarqué que lorsque mon équipe est désorienté, je me permet d'ajuster les besoins en fonction du contexte. Parfois on se donne des objectifs qui ne concordent pas avec le réel besoin du client raison pour laquelle nous avons ajouté au sein de notre stratégie l'expérience client pour un service de qualité.

If my team is struggling to understand my vision, I'd take a step back and reevaluate how I'm communicating it. For instance, let's say I envision our luxury project as not just a building, but a lifestyle destination that embodies elegance and sophistication. To convey this, I might arrange a site visit where we can immerse ourselves in the surroundings, experiencing firsthand the ambiance and attention to detail. Then, during a team meeting, I'd facilitate a discussion, sharing specific examples of how each element contributes to the overarching vision. By providing tangible experiences and concrete examples, I aim to make the vision more tangible and relatable for my team, fostering a deeper understanding and buy-in.

Firstly, polish your vision into words that a 10-year-old can understand, so at least the words can be on everyone's mind. Next, you need to set a practical moodboard of where your vision can take the society/ecosystem in the next 5-10 years, by giving pragmatic visualizations. 1) Create a survey with as many outcome-based scenarios of your vision for the team. 2) After delegation of the department-oriented tasks, engage with the team on a daily, and try as much as possible to involve yourself in friendly conversations. 3) Ask your team members to take lead in task execution with their own POV, with you keeping a supervisory check periodically. This gives the team a safe space to experiment, both your and their version of the vision.

To ensure that the team understands the vision, it is essential to involve them in its development. This means actively engaging every team member in discussions, reflections, and decisions related to defining the strategic vision. When team members feel included and invested in this process, they are more likely to understand and align with the organization's overall vision.

One of the ways I have found useful is when we ask the team to share their views on achieving the vision. It makes them feel as part of the process and the ownership is high. Many times we fail to acknowledge that even the youngest of the team member can bring certain viewpoints which we may have overlooked or underplayed. Having said this, as leader we should have the ability to select the most appropriate way to communicate and give concrete roadmap for achieving our vision Flexibility and decision making is crucial as those changes can have significant impact on the outcome

Consider incorporating team-building activities or workshops centered around the vision. These can reinforce understanding, foster collaboration, and create a shared sense of purpose among team members.

Lock them in a room and make them understand it. White board, white board, white board. If they still can’t understand it, either fire yourself or get a new team.

If they don’t understand then it isn’t clear. It should be short and to the point - leave out jargon and make it so simple anyone can understand. They need to be able to see where they can impact. Engage them, ask them what they think, where do they see their input and what it means to the business

If your team is not understanding your vision, it's important to communicate clearly, listen to their concerns, and provide context to help them see the big picture. Collaboration and being open to feedback are key to aligning everyone towards a common goal.

Setting a vision for the team needs to be a collaborative exercise to get natural buy in from the team members. What’s always worked for me is to start with insights and actual customer feedback, bringing in examples on inspirational stuff being done in some other industries as well then brainstorming it with the team on where could we get to in 5/10 years. From this discussion, we co-create the vision and then break it down to bite size milestones. Review and course correct every once in a while. Key is collaboration, keeping it simple and iterative.