This document outlines a process for developing a strong vision for a business. It recommends clearly stating where you want the business to be in 3-5 years using both qualitative and quantitative metrics. An example vision is provided. The process then involves an inspection phase where key stakeholders identify strengths and areas of focus. This informs an offsite planning day where all staff identify issues and solutions. Finally, leadership must ensure they remain accountable to the vision by periodically asking insightful questions.

1. Asteron Better Business Series
Vision & Purpose
by Stewart Bell

2. Questions…
• Are you clear on where you want to be in 5 years?
• Do you deeply and honestly understand your WHY?
• Do others understand where you are trying to get to?
• Have you stayed on track to achieving it?
• Are you the best person to keep you accountable?

4. Introductions
• Thirty seconds each…
• About your business…
• About you…

11. Vision?

12. A strong vision
1. Clearly states where you
want to be in 3 – 5 years
2. Tangible - see, hear, taste,
smell and feel it!
3. Something to believe in!

13. Constructing a strong vision
Qualitative Quantitative
How does your life look? How big is your business?
What have you achieved in this time? How many clients do you have?
What are doing in your non-work How many people work with you?
time? What is your revenue?
What type of relationships? What is your profit?
What sort of work are you doing? How much is your personal income?
What does it feel like to come to What are you charging?
work? What hours do you work?
Who are your clients?

14. Example 1 - Dynamic
Working for our business will be an enjoyable
experience, which in turn will rub off on our clients.
Walking into our office, you will find a warm and
engaging environment that will be the beginning of a
great experience. Our staff will understand they are all
relationship managers. We will invite, challenge and
support our team members to become the best they can
be in all areas of their lives.
This culture that will lead to tripling revenue in 3 years.

15. Example 2 – Simple and straightforward
We will become the #1 risk writers in our
Dealer Group by June 2013.
We will do this by becoming experts in
<our chosen field> and creating an
environment where we love what we do.

16. Example 3 – Different!

17. Ready to begin?

18. Fierce Visions
“Today’s employees consider themselves
owners and investors. They own their time,
their energy and their expertise.
They are willing to invest these things in
support of the ideas and goals in which they
believe.
Give them something real to believe”
Susan Scott
Author, Fierce Conversations

20. Planning

21. Planning Part 1 - Inspect
Part 1 - Discovery
Session
Attendees: Key decision makers, senior personnel
1. The proposed vision for the business
2. What’s the gap?
3. Identify strengths vs. areas of focus
STOP!

24. Planning Part 2 – Create the plan
Offsite Planning Day
Attendees: All valued staff, relevant externals
1. The proposed vision for the business
2. The issues to address
3. How will we solve those issues?
• Today
• Over the next 12 months
DO AS MUCH AS POSSIBLE

25. The plan itself?

26. One page business plan

27. …and then

28. One final consideration…
Are you the best person to..
1. Run the process and participate?
2. Ask yourself the most insightful
questions?
3. Identify previously unrecognised
issues?
4. Keep you and your team
accountable?

29. Summary – 5 practical steps
1. Find your vision
2. Consider the WHY – yours and theirs
3. Run your Discovery session – inspect
4. Run your offsite Planning session - solutions
5. Give permission to keep you accountable

31. Future support

32. Help is at
hand.
www.elixirconsulting.com.au
www.pricingadvice.com.au