Many factors go into keeping leaders happy and healthy in their job, but one often-overlooked reality is how the organization’s vision and strategy impact well-being. A well articulated vision and an agreed upon approach will provide a framework for increased satisfaction and productivity.
Here are four things that happen when an organization that is clear about its vision and strategy uses that clarity as a tool to help manage its leaders.
1. An articulated vision and approach will help determine the scope of responsibility for the leader, and show how workloads are shared throughout a team and organization. The goals for the organization need to translate into specific steps and activities for getting the work done, and the strategies should be used to make assignments to work groups and individuals. Distributing the labor and providing accountability for that shared work helps everyone know that the load is being shared.
2. A good plan will provide the tools that a leader needs to say “yes” and “no.” Too often organizations continue to add responsibilities without taking things off the back side. The cumulative effect is overwork, lack of focus, and burnout. Organizations need to help leaders understand that “no” is as important as “yes,” and that they have permission to say “no.” Leaders then need to learn both what they can say “no” to and learn how to say “no.” Being able to connect the “yes” or “no” to a specific plan provides a degree of separation for the leader, an objective standard on which to base their decision.
3. Leaders want to see how their work supports a greater purpose. While compensation, work environment, and colleagues are not insignificant motivational factors, conscientious and committed leaders will first be motivated by a clear sense of how their work is contributing to significant outcomes. Tasks that are disconnected from the vision will be demotivating. Activities that clearly connect to the mission and impact of the organization will motivate and inspire a leader.
4. A well-articulated vision and plan provides a template to assist in evaluation and feedback. Good leaders want to know how they’re doing relative to an established standard. Any review process should reflect the vision and expected outcomes of the organization. Keeping leaders engaged with their work is strongly aided by feedback loops that connect directly to the organization’s vision and plan. Critiquing leaders on anything but predetermined expectations is unfair and isolating.
Healthy leaders are nurtured in organizations that intentionally share labor, give the leader tools to say “yes” and “no,” help the leader see their work as meaningful, and provide fair standards for critical feedback.
Your vision and strategy are key ingredients in shaping and supporting leader performance.