A shared vision between the company and its employees helps create personal meaning for employees and allows them to relate to the organisation on a personal level; to take pride in the organisation and the work they do for it. If a company and its employees have a shared vision, management can help them better understand what the company does and what it stands for. Once employees have that understanding, they are more able – and probably more willing – to share that vision with others.
If management is able to inspire them to have pride in the organisation and what it stands for, it is more likely they will want the company to succeed. Not just to succeed to ensure they continue to have a job and a paycheck, but also because they believe in what the company is doing. They feel like they’re a part of it. Shared vision equals a shared sense of purpose.
According to Christopher Bartlett and Sumantra Ghoshal, authors of Changing the Role of Top Management: Beyond Strategy to Purpose, (1994) “Shared vision reflects the values of the company and those who work in it.” If everyone in the organisation agrees on purpose – what the organisation stands for – a core belief system, you can all move forward in the same direction, even if individual members of the group get there in different ways.
“Capture employee’s attention and interest by defining a company’s objectives so that they have personal meaning for employees. Allow them to access information in simple, personal language that anyone could understand,” states Bartlett and Ghoshal (1994). “Equally important is that employees can relate to and take pride in such a mission.”
A Mercer Human Resource Consulting survey argues that helping employees agree on the brand and vision and how it should be presented to customers is important because when executives and managers live the company brand, employees are more likely to understand their role in delivering high levels of customer service. (Krell 2006)