Many visioning processes begin with a guided visualization, where participants close their eyes and listen as they are guided by a facilitator through a series of images and questions. The key is to imagine we have arrived at a specified, fabulous point in the future – where all of our dreams have been realized. It is exactly the way we want it. It is about what we are for – not what we are against. And for most of us, our experience of being in this desired future reality is vivid and visceral. (Note: a few of us experience “visualizations” slightly differently – some of us don’t see pictures in our minds at all. Instead, we see words, or experience a set of sensations.) The experience of imagining that we have arrived at a point in the future – that we are there, right now – can unleash a whole new set of innovative, creative ideas. Click here for a list of 14 questions or elements to weave into your visualization script.
Last month a good friend called me up in a bit of a panic. “I’m chairing another citizen’s meeting next week”, she said, “but I’m afraid it’s going to go like all the others: we’re going to generate a big laundry list of tactics, drink a lot of bad coffee, eat too many cookies and go home feeling dissatisfied. And bloated. We’re thinking too small. We need a vision!” So we talked about the different ways she could lead her folks into bolder, more inspiring territory through a visioning process.
There are many ways to facilitate a group of people through a visioning process. Most of them are rich, often profound and always creative. The essential process is about marrying imagination and strategy – taking intuitive, creative and informed leaps into a possible, aspirational future.
One of the most powerful approaches is a “guided visualization”. I have led dozens of groups through guided visualizations as part of a visioning process over the past decade. Inspired by Inc. magazine’s list of “14 questions you need to ask when crafting a vision for your businesses success”, here’s the list that I implicitly use. These can be adjusted for individuals, small business or non-profits. In practice, I develop a script tailored to the unique needs and assets of each client group, but it usually contains these elements.
- Time frame… 3-5 years? 10 years? Collins and Porras, in Built to Last, recommend 10-30 years. Notions of “purpose” and “core ideology” are more long-term; visions change relatively more quickly to reflect the changing internal and external dynamics of organizations.
- Stories….. Start with a specific time and place, specific characters, and a setting… Where are you, in your mind’s eye? Put yourself in the picture! As I described in an earlier post about stories, scan your senses: lights, temperature, movement of the air, sound, smells… Who is there? What’s happening? This will get you into the story in a deeply personal way, unleashing more of your own creative, imaginative power.
- Major accomplishments: What are you most proud of? Get emotional, personal and specific. What are your top 1-3 major accomplishments or “big wins”? Imagine there was a feature article about your success. What did the headlines say? What difference did this make in the world?
- Breakthroughs: In the past X years, what is the most significant breakthrough that launched the organization into a whole new level of wild success? How? What happened? Who helped make it happen? What was different?
- People you serve: Whose lives is your work touching? Who are you serving? How exactly are they engaging with you? Zero in on one or two ‘representative’ individuals… Why are they choosing to engage with your messages, services or products? What’s in it for them?
- Allies: Are there new or unusual allies that contributed to your success as an organization? As an individual?
- Your niche: Notice other groups similar to your own… How is yours specifically unique and different?
- No-go zones: What are some services or approaches that your organization does NOT offer or do?
- Internal collaboration: How are people working together internally? What is the feeling/tone of that work? How are teams working with one another ‘across silos’? What’s new and different? Why is it working so well? What are the specific structures and practices that are making this new level of collaboration so successful?
- People in the organization: Who is working in the organization – what do they look like, demographically? What is the collective culture like? What practices or group norms do you notice?
- Leadership: Who is leading the organization? How are they leading? What’s it like? Is it different? If so, how?
- Resources: What kind of abundance is the organization enjoying? What does that look like, specifically?
- Geographic scope: Where are you working, and not working – are there specific communities? Regions? How focused are you?
- What else… What else do you notice that’s different, or the same, in this successful, deeply satisfying future?
Afterword: So I whipped up a script based pretty well on all these questions and emailed it off to my friend, and she used it to lead the group through a closed-eye visualization process. She did an amazing job – it was by all accounts a fantastic success. After the visualization, she helped everyone share their individual insights and arrive at a few core themes that resonated for the whole group. They left feeling energized, inspired, and aligned around a whole new level of collective work. And it’s entirely possible that they didn’t scarf down quite so many cookies.
In my last post I described Collins and Porras’ 4-part model for an effective vision. One component is a vivid narrative description. I’ve seen relatively few organizations create this, particularly in the not-for-profit sector – but its creation is possibly the most fun and engaging. Here’s a lovely example of a narrative vision statement for what became a Zingerman’s-sponsored Farmers Market in Ann Arbour, Michigan:
It’s the longest day of the year; the sun is at its pinnacle of warmth and light. Throngs of people are milling around the Roadhouse parking lot, amazed and excited at the abundance of locally produced goods, ranging from several gorgeous varieties of tomatoes to handmade soap and artisan crafts, to herbs and plants, plus a very strong synergy of Zingerman’s items—cheese from the Creamery, breads from the Bakehouse, and the ever-energetic Roadshow crew caffeinating all the vendors and customers. Every vendor is selling the best of what there is to offer, growing or producing themselves what they sell…”
And by the way: within just four years this vision had become a full, day-glo reality for the lucky farmers and foodies of Ann Arbour.
In 1961, US President John F. Kennedy challenged his nation to, literally, reach for the moon. Like all great leaders, Kennedy understood that an effective vision will unleash a level of power, alignment and motivation that can change the world. This is the start of a series of ideas and tools to help you with your own visioning process.
In 1961, US President John F. Kennedy challenged his nation to, literally, reach for the moon:
“I believe that this nation should commit itself to achieving the goal, before this decade is out, of landing a man on the moon and returning him safely to Earth.”
In a mere seven years, Neil Armstrong and Buzz Aldrin were the first humans on the planet to set foot on the moon’s surface. Dozens more followed. Like all great leaders, Kennedy understood that an effective vision will unleash a level of power, alignment and motivation that can change the world.
I’m in the midst of supporting a visioning process for a large civil rights organization. The team has a phenomenal track record, and is now ready to take their work to the next level. Their questions and insights have encouraged me to reflect even more deeply on my own approach to visioning – so organizational visioning is going to be the focus of my next few posts.