We completed our V/TO® and filled out all eight questions, but our team rarely looks at it outside of our quarterly planning sessions. How do we make the V/TO® a living document that guides our daily operational decisions?

Question

Tyler Smith · Accepted Answer

A V/TO® that sits in a digital drawer is a wasted resource. To make your strategic vision a living, breathing filter for daily decision-making, your leadership team must actively bring it into your weekly operational rhythm.

First, use the V/TO® as a filter when prioritizing issues during your weekly Level 10 Meeting™. When your team is debating an operational challenge or a new market opportunity, ask if the proposed solution aligns with your Core Focus™ and helps you achieve your 3-Year Picture™ or 10-Year Target™. If an initiative does not align with your stated vision, it should be tabled or killed.

Second, share your V/TO® with the entire company at least once a quarter. During your quarterly state-of-the-company meetings, walk your employees through your Core Values, your progress toward your 1-Year Plan, and the current quarterly Rocks. This consistent communication keeps your entire organization aligned on where the company is going and how their daily work contributes to the bigger picture.

Third, use your Core Values to hire, fire, reward, and recognize your team members. If your Core Values are only listed on the V/TO® but never used to evaluate behavior, your team will see them as meaningless corporate jargon.

Our recommendation is to keep your V/TO® on the table during every single leadership meeting. Use it to say "no" to distractions so your team can focus on what actually matters.