Page 52 - HBR Leader's Handbook: Make an Impact, Inspire Your Organization, and Get to the Next Level

42 HBR Leader’s Handbook

TABLE 1-5
From-to chart of ConAgra’s vision

From To

Brands selling independently Brands selling together
Careers within one business unit or function Careers across the company
Multiple supply chains One supply chain
Dozens of different compensation plans A limited compensation structure
Top-down command and control Accountability for aligned objectives

A personnel department HR focused on talent management

Questions to Consider

■ Vision alignment. Does your team have a clear, shared vision for where it is
going? If so, does it align with your personal vision for the team and the
larger company vision?

■ Timing. Is it time to revise or recraft the vision for your team? What would
be the purpose of working on the vision now? How would it make a
difference?

■ Future focus. To what extent does your team’s vision give everyone an
exciting aspiration for the future? Does the vision look far enough ahead to
get everyone thinking creatively about their work?

■ Being bold. What big ideas do you have about your team’s vision? Can you
paint a picture of the future that people would be excited about working
toward—and that would engage their hearts as well as their heads?

■ Stakeholders. Who do you need to involve in crafting or modifying your
team’s vision? Team members? Internal or external customers? Your boss?
Other stakeholders?

■ Process. What process will you use to craft or modify your team’s vision?
Will you take a first cut? Can you assign the work to a team? Should you