Again from the McKinsey Quarterly comes a useful article about the challenges faced by new entrants to C-level positions. Of note was the reference to the difficulty of creating a shared vision:
When asked about different aspects of their transitions, executives rank business-related activities among the most important to the transition’s overall outcome. The largest share say it was very or extremely important to create a shared vision and alignment around their strategic direction across the organization (Exhibit 2). This is also among the most difficult aspects to carry out: just 30 percent of all respondents say it was easy to create a shared vision in their new role.
This has been an extremely important piece of the work that I have assisted the Canterbury DHB with over the last seven years, and has been one of the keys to the successful transformation programme (for more detail see here).
Visions are not created by black and white typing on a Powerpoint slide, neither are they broadcast down from a stage. The best visions are co-created with the people that work in an organisation in such a way that they share ownership, and feel like they are part of something bigger.
This directly links to some previous work – also from Mckinsey – about strategy co-creation which you can read about here.