Our V/TO® is complete, but it has quickly become a static PDF that we only look at once a quarter during our planning sessions. How do we weave the V/TO® into our weekly leadership rhythm so it actually drives our strategic decisions in real time?

Question

Tyler Smith · Accepted Answer

If your V/TO® is sitting in a folder, you do not have a shared vision, you have a historical document. To make it alive, you must use it as your primary decision-making filter every single week.

Start by bringing the V/TO® into your weekly Level 10 Meeting™. During the IDS® portion of the meeting, when a new opportunity or a complex problem arises, your first move must be to filter it through your Core Focus™ and 10-Year Target™. Ask your team directly if resolving this issue or pursuing this opportunity aligns with the strategic guardrails you defined on page one of your V/TO®. If it does not, the discussion is over, and the item is killed or archived.

Additionally, the Integrator must use the V/TO® during every quarterly planning prep session to audit the past ninety days. Before you write new Rocks, review the V/TO® as a team and grade how well your daily activities aligned with your target market and core values.

You should also make the V/TO® the foundation of your quarterly state of the company address. Share the progress on your One-Year Plan and Three-Year Picture™ with the entire organization. When your employees see the leadership team consistently referencing and acting on this document, it ceases to be a piece of paper and becomes the operating law of the business.