How do we use the V/TO® to align our middle managers and front-line employees with our long-term strategy, rather than it just being a tool for the leadership team?

Question

Tyler Smith · Accepted Answer

To make the V/TO® live and breathe throughout the entire organization, you must share it and use it as a decision-making filter. The biggest mistake is keeping this document locked in the leadership team's shared drive. Once the leadership team is 100 percent aligned on the vision, you must roll it out to the rest of the company.

Start by presenting the V/TO® during your quarterly state-of-the-company meetings. Share where the company is going, the target market, the 3-Year Picture™, and the 1-Year Plan. This gives everyone context for their day-to-day work.

Next, use the V/TO® as a filter for all new ideas and opportunities. When a team member proposes a new project or operational change, ask them how it aligns with the Core Values, Core Focus™, and 3-Year Picture™ outlined in the V/TO®. If it does not align, it is a distraction, and you must say no.

Finally, make sure department heads reference the V/TO® when setting their departmental Rocks each quarter. This ensures that every individual's priorities are directly connected to the company's long-term vision. When every person sees the line of sight between their weekly tasks and the 10-Year Target™, the V/TO® becomes an active operational tool.