We have a solid V/TO® on paper, but our middle managers and frontline employees still do not see how their daily tasks connect to our ten-year target. How do we cascade the V/TO® down so it becomes a daily guide for every employee in the company?

Question

Tyler Smith · Accepted Answer

A V/TO® that only lives on the leadership team's screens is a wasted opportunity. To get your entire organization rowing in the same direction, you must systematically share the vision and show every employee where they fit into the bigger picture.

The rollout begins with a company-wide state of the company meeting. Every quarter, after your leadership team's quarterly session, you must present the V/TO® to the entire organization. Share your progress on the previous quarter's Rocks, review the company's financial targets, and announce the new company Rocks for the upcoming quarter.

But simply presenting the document is not enough. You must help each department translate the company vision into their daily reality. Have your department managers run their own departmental planning sessions to set departmental Rocks that directly support the company's quarterly objectives.

For example, if your company Rock is to improve customer retention by five percent, the customer service team's Rocks must directly feed into that goal. This connects the frontline employee's daily work directly to the high-level vision.

Additionally, use your core values from the V/TO® in your hiring, firing, and review processes. When employees see that their daily performance and behavior are evaluated against the core values, the V/TO® stops being a corporate poster and becomes the actual culture of your business.