The concept and action of a leader start with effective communication. The leader has to be able to clearly set out the details of the tasks to be performed in order to achieve the greater vision and mission of the organization. A change of vision requires extremely clear communication since it involves a completely new way of achieving the vision according to the organization.
Consequences are part of every decision and action taken. Not clearly illustrating the changes in organization vision evokes serious consequences. According to Kanterman(2013), maintaining trust is very important in businesses and as such, where there is communication breakdown, trust is lost, eroded and tarnished. In turn, lack of trust undermines the efforts put in strategy. Unclear communication of the vision changes causes distorted timelines, unrecognized accomplishments, and unfulfilled goals. And in the basic form of the problem is the antagonizing visions and missions that the leadership is trying to change.
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When the change vision is under-communicated the mistake of underestimating the need for creating enough urgency in the changes. According to Surkin et al (2005), The leader, in this case, the management, assumes the success they had previously in pushing urgent changes would smoothen the change of vision. Another mistake is the effecting the changes all at once through the whole organization without performing a reconnaissance test with a sample of the organization. It is important to note that there is a clear distinction between the vision and the projects, plans or directives to be done in achieving the vision changes. Where this distinction is not clear, employees automatically lose focus.
One of the strategies that could be used to bridge the gap of under-communication of the vision changes is as developed by Kotter (2007). The strategy is defined in eight parts. First, the leaders have to create a safe and high enough sense of urgency in the changes. Second, forming a team to perform the pilot test of the vision changes which will influence the whole organization even those who rejected the changes in the first place. Third, developing the actual programs and projects that enact the vision into reality. Forth, teaching the new vision and strategies to the greater organization by use of the original coalition team picked to drive the vision change. Fifth, empowering people to perform the vision by breaking barriers, encouraging diverse ideas, risk-taking and removing protocol that hinder the vision. Sixth, splitting the greater visions into checkpoints where wins are recognized and rewarded as necessary. Seventh, consolidate the winning points and revamp the systems, protocols, and strategies in order to remove those hindering the vision. And lastly, instituting the changes and developing the leadership development and succession needed for the continuity of the vision.
References
Kanterman, R. (2013). Leadership excellence: communicate your vision. Fire Engineering, 166(4).
Sirkin, H. L., Keenan, P., & Jackson, A. (2005). The hard side of change management. Harvard business review, 83(10), 108.
