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Building a Compelling Vision¹

“Are we welding girders or building a bridge to an inspiring destination?”

—August Aquila

As mentioned in chapter 2, “Superior Performance Comes From Alignment,” FranklinCovey conducted a survey with Harris Polling and found that only 19 percent of employees are passionate about their organization’s most important goals. Worse, only 15 percent of employees actually knew the goals. We agree with the principle, “No involvement, no commitment,” and trust that the more owners are engaged with developing and buying into the firm’s vision and goals, the more they are likely to perform against the goals.

People must also believe they can grow, be involved in meaningful work, and play a part in making the firm’s mission and vision a reality. Nearly all firms with which we’ve worked include owners who agree with the sentiment but find it hard to engage fellow owners, much less other associates. So, this chapter discusses how firm leaders can engage fellow owners and employees in a common vision and ensure they remain engaged.

Where do you start? First, a single leader or small team of committed and engaged leaders seek to understand the desires of all owners from what Dr. Stephen R. Covey, author of The 8th Habit: From Effectiveness to Greatness, calls the whole person paradigm. When they do so, they tap into or engage team members’ bodies, hearts, minds, and spirits. Key questions that tap into the whole person help you determine others’ financial and physical needs, how they would like to develop trusting relationships with others in the firm, their needs and desires for growth and learning, and the contribution they want to make or the legacy they want to leave.

After tapping into the whole person, strong leaders know the importance of involving key players in the development of the vision and helping them understand how what they bring to the table will help the firm accomplish its vision. Here’s the challenge: most firm visions are neither bold (lacking a larger sense of purpose) nor motivating (lacking a strong end game or finish line). Do players believe they are welding girders or building a bridge to an inspiring destination? To be compelling, a vision should create excitement and enthusiasm and engage both owners and employees.

Although welding girders and building a bridge both have value, building a bridge to an inspiring destination is more compelling to most people. Some people argue it’s the journey that’s exciting, and we’re not arguing it’s not. However, what’s the point of the journey if we’re unclear where we’re going? People engage with an exciting destination, and the journey is much more enjoyable (even when you’re not keen about parts of it).

We cannot emphasize enough that owners must understand the benefits of a clear and compelling vision to individuals and, ultimately, the firm. They must also understand what the journey will entail (what some call strategy and what we call the how to). In our work with thousands of professionals in hundreds of firms, we find that most are analytical, logical, and linear thinkers. They generally like to know the details of the journey before they embark on the voyage, and most won’t connect with the vision to “become a leading firm in the industry.”

Not only do these analytical thinkers want a clear destination, they also want to know where they’re at along the way. What sights and mile markers (milestones) do they need to see that tell them they’re headed in the right direction (making progress)?

This doesn’t mean the firm shouldn’t avoid roadblocks or be opportunistic. Sometimes, a storm arises, and we need to either proceed cautiously or go around. In other cases, we learn about a meaningful side trip and make a conscious decision to change course a bit to take advantage of what it has in store. The ultimate destination hasn’t changed—only the path (and, potentially, the timeline) for getting there.

A Vision Is More Than a Simple Statement

When we talk about a compelling vision, we do not mean simply a well-crafted vision. We believe a complete and compelling vision includes a clear destination (in measurable fashion), the strategies (how to) for getting there, the milestones that need to be seen along the way, and the benefits to everyone taking the journey. Each of us has had personal visions about our future. For example, you may have seen yourself graduating from college with a degree in business, science, or liberal arts. So, you laid out a plan for taking the required courses along the way. In business, it is no different. Returning to our metaphor of welding girders or building a bridge to an inspiring destination, in table 3-1 we pose examples of both noninspiring and inspiring visions.

Table 3-1: Examples of Noninspiring and Inspiring Visions

How to Ensure Owners Connect to the Vision

Before getting into how to engage owners, let’s look at what can happen when vision, strategy, goals (including key milestones), systems, and structures are not in place.

The managing owner of a firm we know well explained how he returned from Harvard Business School’s “Leading Professional Service Firms” program with renewed energy and determination to drive the firm forward. So, he outlined his vision for moving this regional firm to leading national firm status. Then, he shared this plan with his fellow owners, talking briefly about what they needed to do to get there. To his abject disappointment, however, nothing happened.

Concerned about the lack of action, this managing owner visited all offices to reiterate the plan and talk through it in great detail. During these visits, his fellow owners’ concerns became apparent. Although they liked the idea of becoming a national firm, his colleagues believed the only way to achieve this status was through a merger. They also believed their firm would be on the short end of that stick. As a result, they didn’t connect or engage with the vision and returned to that which they knew best: serving clients.

In the preceding example, the vision seemed to go over well with owners, but when subjected to their analytical, linear, and logical thinking, the how to was unclear. Their understanding of the journey was either incomplete or incorrect and, as a result, limiting. They didn’t even get to a discussion about milestones and measuring progress.

We learn from this example that there is little chance of engagement unless key players are an active part of developing the vision. There is little point in a managing owner or an executive committee drafting a vision independently and expecting other owners to “own” it without question. The greatest likelihood of engagement with, and adoption of, the vision is the degree to which all key stakeholders have an opportunity for input.

When to Involve Owners in Creating the Vision

In our preceding example, the managing owner involved his colleagues after the fact; in other words, he asked them to join him in a journey to a destination he alone determined. Although some may have liked the destination, almost none liked the journey. So, what does this mean? It means actively soliciting fellow owners’ opinions at the beginning of the process.

In a small firm, this is relatively easy. Scale (larger firms), however, brings difficulties. It certainly seems obvious, but the managing owner should not try to do this himself or herself. Managing owners are encouraged to seek the help and support of influential owners who can articulate the “wins” for everyone and positively influence (please note that we did not say manipulate) other owners.

We believe it’s fair to say that professional services firm owners are often analytical, linear, and logical, but they are also strong in their beliefs. When you couple this with some who are conflict avoidant and some who are aggressively outspoken, some who are risk averse and some who are risk takers, some who are behavior oriented and some who are results oriented—well, you get the idea—creating a common and compelling vision can be a challenge. So, for the managing owner, the first task is to get this group of influential owners on the same page. This means getting them together (in one room and with the help of a strong facilitator who understands and has experience with professional services firms) and soliciting then vetting their thoughts about vision, how to, milestones, and benefits.

After pulling ideas for firm vision through the funnel with this smaller group, the remaining owners (who are often in varying locations or offices) should be pulled together in small groups. Facilitators of these sessions may be the managing owner, influential owner(s), or an outside facilitator. When all groups have met, and their output is distilled and assimilated, the managing owner and influential owner(s) can finalize a draft of the destination and journey that will be shared with all owners for final review, feedback, needed changes, and confirmation.

What Should a Compelling Vision Contain?

We can’t tell you what should be included in your vision for it to be compelling, but we can tell you that a large number of visions are too general. For example, President Dwight Eisenhower declared on behalf of the country that the United States would “lead the world in space exploration.” Certainly compelling (inspiring), but people didn’t know how to make that happen until President John F. Kennedy drew a line in the sand and stated, “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.” Until stated as a measurable goal, people didn’t know what to do to accomplish the vision. The men and women who were attracted to NASA to work tirelessly toward this goal were compelled by a grand vision and a goal that would prove the vision was accomplished. The same holds true for most organizations, whether for profit, not for profit, civic, or political.

We encourage you to take a moment to reflect on your own experiences. When we thought about the reasons we joined firms or organizations during our careers, we came up with the following list:

• The new firm or organization was providing, or planned to provide, products or services no or few competitors were providing.

• The new firm or organization had a compelling mission or vision—one with which our own missions and values aligned.

• It was a once-in-a-lifetime opportunity for us individually.

• One or more leaders in the new (or existing) firm or organization tapped us on the shoulder and invited us to join, often sharing that they believed we were the right person for the job.

• The new firm offered cutting-edge technology.

Yes, your vision needs to be compelling, but it also needs to resonate with others. If owners or employees do not feel passionate about your firm’s vision, it is less likely they will be or become a high performer.

The following list includes common ideas excerpted from the vision statements of the Big Four accounting firms:

• Do the right thing for our clients, people, and communities.

• Help clients improve their businesses around the globe.

• Put our best people at the clients’ disposal.

• Other firms compare themselves with us.

• We have a diversity of backgrounds, experience, and minds.

We submit that these visions lack the characteristics that inspire excitement, energy, and passion from prospective and current employees. They seem profound, but they’re hollow at the core. How could these visions be changed so they attract individuals who are passionate about helping the firm reach that inspiring destination? Firm leaders must recognize it’s not about getting something on paper but more about documenting the rich and robust conversation that results in a clear definition of that inspiring destination.

What if the preceding visions were rewritten as follows:

• We live our lives and serve our clients in only one way—beyond reproach.

• We help our clients feed, clothe, and empower the world.

• We enable greatness in people and organizations everywhere (FranklinCovey).

• A personal computer in every home running Microsoft software (Microsoft).

• Building the diversified firm for tomorrow.

Professionals interested in, for example, serving Fortune 500 CEOs or clients or in building and working with a bright and diverse team will more likely be attracted to a firm that not only has one of these visions but that is committed to achieving it.

The How To Is as Important as the Vision

Several years ago, August met the managing owner of a $6 million firm with a vision to become the largest local firm in the market. August was convinced this firm could actually achieve the vision by the way the managing owner described how he and the firm would do so. Unlike other midsized firm leaders in the market who were afraid of marketing or innovation, this managing owner understood that accounting was a business, not just a profession. He wildly embraced marketing and invested heavily in new services. Excitement was evident in the firm, and it attracted young professionals who shared with this managing owner that they did not want to be constrained by a “this is the way we’ve always done it” philosophy.

To engage owners, the finest details of vision or strategy are often not expected or necessary. However, most want to know key moves the firm will make and the implications of doing so. If the firm will be investing heavily in geographic expansion or growing new service lines, owners need enough detail (for example, where growth will take place, the level of investment, whether growth will be organic or through acquisition, and so on) to determine their personal risk and reward and the implications on their financial, emotional, and relationship well-being. Employees generally want to know if they will be challenged, what learning and growth opportunities exist, and how they will be compensated.

Journey, Milestones, and Measuring Progress

Most people like to know if they’re “winning or losing,” so they can recalibrate along the journey. That’s why individual, team, and firm measurement is critical. We have mentioned, and reiterate here, the need for clarity about key milestones the firm should reach at specific times and how they will be measured. Progress reports that include insight about why the firm is or isn’t reaching these milestones will also be necessary. If the firm has failed or is failing to reach targets, the report should include recommendations and alternative plans for overcoming challenges and achieving milestones. Before finalizing these plans, formal discussions among owners should, of course, take place.

What’s in it for Me?

Although the purpose of involving and engaging owners and employees in vision is to solidify their commitment to the firm’s future, they must also see and experience a personal upside. Owners and employees will more likely be engaged if they understand the tangible rewards (compensation, bonus, benefits, and so on) and intangible rewards (personal growth opportunities, ownership potential, and so on).

In any business, there are risks and rewards. If, for example, achieving growth targets is realistic only through a merger, the likely impact of a merger on owner control and earnings must be addressed. Will owners have as much say so after a merge as they had before? Will earnings be flat, or even drop, in the short term? Will current owners become minority owners in the new entity? What are the expectations in the long term? The key is that upsides to both the firm and its owners make any initial sacrifice worthwhile.

Final Thoughts

We use the image of highly engaged owners “walking together” to describe an owner group that commits to making its vision reality, even though some may disagree with specific elements. Rarely will all owners agree with every element, but the commitment that comes from involvement in the debate and the belief that the ultimate benefits are truly worthwhile is what gets and keeps the owners “walking together.”

In our over 30 years of working with professional services firms, two things are clear: owner engagement comes only after active involvement in key decisions, and highly engaged owners and employees perform at a much higher level than lower engaged owners and employees. Having a highly compelling vision and a group of people who are excited about the possibility of making that vision a reality is what ultimately brings benefits, such as client and employee satisfaction and loyalty, higher revenue, and greater profitability, to the firm.

In the next chapter, we discuss how to link performance to the firm’s strategy because if you don’t ultimately do that, the vision does not get executed, and the firm fails to perform.