What do you do if your team is not understanding your vision?

- Communicate: It is important to explain your vision clearly and in detail to the team. Use clear and simple words so that they can understand and accept your point of view. - Educate: If your team has difficulty understanding your vision, it may be because they don't have enough knowledge or experience. Provide them with training, resources and support to help them develop. - Share examples: Provide examples from your past experience or successful projects that illustrate your vision. This can help the team better understand what you want to achieve. - Set goals: Break down your vision into smaller, achievable goals.

A vision shouldn't be 'mine', 'hers' or 'theirs'. A vision should be everyone's! If every member of your team feels it's as much their vision as it is yours, you've got a winner! This should be communicated clearly and at every opportunity!

With all my teams, I do weekly and later monthly surveys. I always ask the same ten questions, and one of them is if they know - and understand - the company strategy. Another one is if they have been enabled and empowered to help bringing the strategy to life. Answers range from 1 to 5 with 5 being "completely agree" and I share the results with the entire team. The surveys are great, and it is very effective to perform them regularly, so you start to see trends. You will be a better leader, leading a more effective team.

To ensure team alignment with my vision, it is extremely important to communicate clearly, with context, and encourage open dialogue. It’s best to break down the larger vision into actionable steps, lead by example, and provide necessary resources and support. It’s also important to be open to adaptation and feedback.

If the team is not understanding the intent, it may not have been communicated clearly enough. The opportunity to gain their insights is invaluable. Providing a format for conversation can often lead to better, more creative outcomes. It may be as easy as being open to change or jumping back in to provide additional support.

Forget the expectations and talk about what agreements need to be made. Find out what barriers are halting communication and start asking quality open-ended questions. Be willing to listen and not get defensive on the answers.

Trust my team. Accept that there could be flaws in the vision & invite dialogue to strengthen it or learn barriers. Sometimes we are just off by a pivot or 2.

By fostering open dialogue and actively engaging with your team, you can create a shared understanding of your vision and pave the way for successful implementation.

Swirl: If the team doesn’t understand my vision I usually spiral out of control and start making deep internet and self-deprecating jokes until I get kicked off the account.

When dealing with a team 'vision share' - I tend to begin with a strong visual presentation that creates a strong storytelling experience for all. For one on ones, there's more dialogue and listening in for clarifying as well as a presentation. You want to be sure you identify points of alignment or areas to work on.

Agree. Everything is about building memory structures and storytelling. The more you can create a visual or even live moment, the more it will stick

Visual aids are like showing a kid a picture of an apple to help them understand what an apple is. They make complex ideas clearer, spark creativity, and ensure everyone's on the same page, making teamwork smoother.

Visual aids are invaluable, especially early on in a project. I prefer mood boarding, where I collect references to other projects/work and other specific pieces to illustrate intent, not necessarily execution. I treat them as a visual "elevator" pitch. If a viewer can't understand my vision and intent with the one mood board and a brief explanation, something is missing.

Everyone is different. I have found that by using gifs, videos, pictures and other visual aids. It can become clear to everyone what you are conveying. Not only visual aids but adding in music to set the tone or a voiceover that others can imagine with the idea can truly drive it forward. As many people shy from using visual aids with the risk of over promising, I always encourage people to do more as great conversation can come from this.

Different people understand information differently. So, as a people-oriented leader, I will create and collaborate in diversified formats to present and discuss the plan. For instance, I like using Miro boards.

Leadership is trust. Walk the talk is helpful and able to connect with people and generate empathy. This connection opens space for the person to listen and be capable to “ see “ the situation. Psychological security is the path

Set examples with your performance and actions as a leader. People will not hesitate to follow you. Make the team building so effective that even you're also answerable at times if the steps taken are not towards the vision set.

Walk the talk, and be consistent. Connecting your vision to a larger strategy (whether for project, team, or company goals), and acting on it, gives the team a more solid understanding of what you're looking for. Simplifying and demonstrating connections from the top down can be very effective.

Leading by example can be more powerful than communication. Think of “first impressions”—your presentation and body language will speak before you do! Effective communication and visual aids are helpful, but seeing a practice being put into action will show others how it’s done, and that it CAN be done. ✨ a “universal language” in a sense ✨

Your actions should reflect the vision you're striving to achieve. Encouraging open communication and collaboration is important to ensure everyone feels invested in understanding the vision, fostering a sense of ownership and commitment.

Regular meeting with teammates is the key. You can bring all them on one table or you can meet individually. Repeat your vision in a creative way every time to your teammates. You can send a normal text messages, or a video which is related to your vision, use any social media contents for the same.

Regardless of the size of the team, I encourage group sharing of the preparation of tasks, a methodology that usually works very well is for the team member, before presenting the completed task, to first present their rationale for reaching that conclusion.

Periodicidade, constância e prática. Suas ações diárias devem refletir e mostrar a sua visão e visão da equipe diariamente. Sempre se manter de acordo com o que é necessário para transmitir a sua ideia.

Just like the gardener, as a leader in project management, you hold the watering can of vision. Regularly nurture your team with this vision, but be imaginative in your approach. Weave the vision into the culture, the meetings, and the daily exchanges. Let it be as natural and essential as the sunlight and water are to a thriving garden. Remember, the growth you wish to see in your team stems from the seeds of consistency, creativity, and care. Cultivate these with regular reinforcement, and watch as your team blossoms into its full potential.

If you keep your eyes, ears & heart open, you'll be able to get a lot of feedback. Ensure you are adapting and evolving to the next to expedite qualitatively towards your vision. It'll be a direct message to the team that, everyone's voice is getting heard.

Sometimes everyone is looking for the same vision but we are all just seeing it from a different perspective. People often have their own vision of a project but might need help to communicate it collaboratively. The more you listen to the feedback of your collaborators the more you can understand what they really want. If you can find the core value behind their suggestions, through open communication you can potentially rework or re-pitch your idea but to incorporate the essence of what they were looking for in the first place.

If there is time, I suggest that one or more members of the group present a case study that they consider similar in terms of challenge, but different in terms of business sector and another target audience. Sometimes referring to the past and talking about others is easier to point out mistakes and the team is more motivated to also see what was good. In the end, summarize what is useful for us and what we cannot repeat because it is wrong in our opinion or because it does not make sense for our challenge. It is important at all stages to remember that we as a team have a goal to achieve. that everything we think and do must be with a view to achieving our specific objective.

Always question yourself. Listen to others; we can all learn from someone else, even if they're the most junior person in the agency. Being a boss doesn't mean knowing everything.

Embrace a culture of continuous learning and improvement, where feedback is not only accepted but actively sought out. Encourage team members to share their ideas for refining the vision and be open to incorporating their suggestions. By demonstrating a willingness to adapt and evolve, you not only keep your vision relevant but also foster a sense of ownership and collaboration among your team members.

No matter what your goals may be make sure the targets you set for your team are achievable. Be the best in the world is substantially different to be the best in your category but being best in the category is a step on the road to your vision of being the best in the world.

If it’s seen as YOUR vision that could be the issue. There’s a disconnect. Teams perform better when they are included in the creation of the vision or plan. When people are empowered and given the chance to contribute, influence and shape a way forward, they become invested in it. And when we are emotionally connected to something, that acts as the flywheel that drives everything else.

Slow. Down. It's almost always due to pace. You've had the benefit of time to ideate, test, refine your vision. Your team need time to absorb and process too. Don't expect everyone to jump onboard instantly.

Any individual vision should be aligned with the company's (or brand) purpose. And the values implied in this purpose should ideally be consistent with employees personal beliefs. If this is taken into consideration and the business strategy is in line with this purpose, the vision should be easier to adopt by all. In any case, creative and constant communication is key in sharing the purpose and vision, as well as promoting dialogue and leading by example.

One person’s view of the world is not The Vision. Try this: > Collaborate > Consult > Include > Discuss > Disagree > Debate > Fine-tune > Agree > Launch.