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Be a dreamer Do you have a vision for the future of your firm? It’s a must, so climb out from behind the day-to-day, engage your team, and chart your course.
A ny quick online search will bring up a number of references and definitions for strategic vision. As an important aspect of your long-term planning efforts, knowing the vision for your firm’s future – for its reason for being – should be something that your entire team embraces. A well-respected expert on the subject, Burt Nanus, defines a strategic vision as a realistic, credible, attractive future for an organization. And isn’t that the goal – to identify the ultimate purpose of your firm?
Stephen Lucy
about imagining the possibilities and determining how best to achieve what may seem to be the impossible. RISKS WORTH TAKING. As companies mature, many be- come too cautious. They worry too much about the “Over time and through the day-to- day work of operating a firm, it’s easy to forget the vision of those early years.”
Remember when you started your firm? The excitement? The boundless opportunities? The “sky’s the limit” potential? Over time and through the day-to-day work of operating a firm, it’s easy to forget the vision of those early years. You may be focusing so much on the near term that looking out a year – much less five or more years – is just not happening. More often than not, strategic visions are unidentified, or worse, forgotten. Strategic visioning should focus on where you want to be a decade or more from now, and firm leadership is responsible for identifying the path and sharing that vision with everyone within the firm. It’s all
See STEPHEN LUCY, page 8
THE ZWEIG LETTER October 31, 2016, ISSUE 1174
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