Vision is Not a Group Activity
Like everyone, sometimes I have to learn the hard way, which doesn’t feel good at the time but has its benefits. And the lessons I learn aren’t always based on experience with my corporate performance improvement clients. Sometimes they’re based on my experience with my own small business – certainly small in comparison to the size of most of my clients.
But I’m not sure that matters, because sometimes what works for the little guy can work for the big companies too. You see, I run a business just like my clients do. Sure, mine is a lot smaller, but certain principles are universal.
2004 was the fourth year in business for my company, Breakthrough Management Group (BMG). We had grown well over 60 percent in 2003, and I decided it was time for us to grow up. It was time to start practicing what we preach to our clients.
Because of our extraordinary growth over the first four years, I always found it difficult to make any kind of a definitive plan. I had convinced myself that, at 60 percent growth, we were growing faster in a single quarter than most Fortune 500 companies grow in a year. So for us, planning a year in advance was like making a four-year plan.
Nonetheless, we started the strategic planning process, and the first step was to create a vision for the business. I thought it would be easy. After all, as most companies know, the real work of an organization is executing plans, not making them.
Boy was I wrong!
I convened a meeting of the most senior leaders in the business, which included our general counsel, CFO, world-class trainers and performance excellence consultants. Who better to help create a vision for the company?
At least that’s what I thought going into the meeting. But very quickly I ran into a problem: everyone had a different vision, a different opinion of what the ideal future should be. And some didn’t really have a vision at all.





