How do we bridge the gap between our leadership team's V/TO® and the actual daily work of our front-line employees so the vision translates into concrete behaviors?

Question

Tyler Smith · Accepted Answer

A V/TO that sits in a digital drawer is useless. To make your vision an active filter for daily operations, you must systematically cascade the elements of the V/TO down to every single employee in your organization. This begins with sharing your core values and your target market during quarterly state-of-the-company meetings, but it must go deeper. Every department and every individual must have a direct connection to the vision. Start by ensuring that your quarterly departmental Rocks are directly tied to the one-year plan on your V/TO. When your customer service team sets a Rock, it must clearly support the company's annual goals. Next, translate your core values into the hiring, reviewing, and rewarding processes for all staff. Your employees should see that their performance reviews are directly based on the core values outlined in the V/TO. Finally, connect individual weekly scorecard measurables to the three-year picture. Every employee should understand how their daily activities keep the company on track to hit its larger targets. When your front-line staff can clearly see the line of sight between their daily scorecard numbers, their quarterly Rocks, and the company's long-term targets, the V/TO stops being a static leadership document and becomes the active operating system of the business.