Vision: Step 4: Communicating The Vision

Step 4: Communicating the Vision Frequently communicating the vision to members of the organization should be done often and thoughtfully. A company’s leadership team should develop strategies for achieving the vision. One way to communicate the vision is to discuss it daily, and include it as a part of your decision making and problem solving process. Managers should demonstrate the change manifested by the organization, so employees recognize this kind of behavior is present. Communicating the organization’s vision can also address any concerns or difficulties openly and honestly. Robert Tanner agrees that, “many employees and managers will be wary of change and will need to be convinced that this new future is better than their present

By evaluating any barriers that could effect change, will help remove obstacles and assist leaders in executing the organization’s vision. At Cornerstone, our branch managers repeatedly make changes to current procedures; typically, we become frustrated and begin to resist this change. When we have a chance to communicate our frustration, we often get negative feedback and the issue never seems to be resolved. There are several solutions to removing any barriers or obstacles. First, if an organization can afford to hire a change management specialist their role would be to identify and deliver change accordingly. Second, evaluate your company’s organizational structure, job descriptions, performance appraisals, and compensation packages to ensure they align with the organization’s vision (Mindtools). Third, by identifying individuals that are resisting change leaders of an organization can detect any hidden needs or suggestions they may not

Depending on the potential members’ credit score, determines whether we can move forward with opening their account. If we can open their account, based on their credit score, they are eligible for a specific amount of overdraft privilege. During my first attempt at pulling a member’s credit report, my assistant manager observed me. In my observation, my manager misread the member’s credit report and declined his account; nonetheless, this left the member upset and less inclined to do further business with us. After the misunderstanding, the member was willing to come and open his checking account and even applied for a credit card. Later, our branch manager gave us policies and procedures to follow when pulling credit reports. In summary, as we continue to implement this process we are working to can knowledge in credit reports and offer cross-selling opportunities to our