Find out together how we can make your vision, mission, strategy, goals, values, desired interaction work. Write me a short e-mail at email@example.com and I’ll contact you within 24 hours.
First, I want to invite you to read the following short text.
Discussions in most organisations contain too much conceptual talk. They somewhat resemble the confusion of tongues in Babel.
Unfortunately, people assume that they give the same meaning to the same words.
Let me show you what I mean with an example of a mission statement:
‘By creating value for our customers, we create value for our shareholders. We use our expertise to create transport-related products and services of superior quality, safety and environmental care for demanding customers in selected segments. We work with energy, passion and respect for the individual.’ – Bernard Marr, self-proclaimed LinkedIn influencer
All around the table nod or keep silent, as if they are implying ‘yes, I know exactly what you mean, dear speaker’.
The pre-eminent recipe for building a container concept organisation:
- we drag a container in the meeting room
- we open the container
- all of us use a lot of high level concepts in our speech (‘we should build in more leverage inside our organisation’)
- we all pretend to understand what is said in the same way
- we dump all our individual meaning that we give to these concepts in the meeting’s container
- we close the meeting, satisfied with the fact that there is so much common understanding in the organisation
‘Customer delight’, ‘value creation’, ‘flexibility’: they remain vague container concepts in case we don’t give a shared meaning to these words.
This is the first step: creating a shared meaning to words.
Second step: what will we actually do with terms like mission, vision, goals that is both clear ànd meaningful enough to people?
May we transform corporate jargon into clear and meaningful actions. Together.
I hired Peter for the first time as a facilitator for an interactive session for the top 20 of our company (HQ Ghent, Belgium- April 2016). That was when he brought the attention to his “vision framework”: a practical tool and way of thinking and acting to assess the process, stagnation and decline of organizations and teams. Later, he also did a good job guiding a session for a larger team of leaders and experts ( Cracow, Poland – October 2016 ). During a number of engaging days with an international vision team in Ghent, Peter helped us crafting our mission, strategy and values in the course of 2017. The last step was his contribution in having these vision building blocks explained and further elaborated in plenary and in subgroups, again with the same Christeyns large group of leaders and experts ( Badalona, Spain – October 2017 ). What started out as a 1st session, has become a very solid partnership with great output and usefulness for our organization and Christeyns staff, and undoubtedly, our clients. – Peter Bauwens (Christeyns)
Peter has done a number of assignments for CFE Polska in the past few years. One of the most impactful missions we did with the management team and myself, was to build the company’s strategy together. Moreover, Peter gave many practical tips how to implementation and how to communicate the strategy through CFE Polska. Today I can say that the vast majority of CFE Polska’s employees are not only fully aware of our strategy (“Together We Kiss Better!”), we also base our day-to-day decisions on it. Thank you very much, Peter! – Bruno Lambrecht (CFE Polska)
A peer professor and myself hired Peter as a facilitator on behalf of the Executive Committee (EC) and the Board Members of EBVS, the European Board for Veterinary Specialisation in Europe. Peter’s mandate was to facilitate 2 important strategic days in November 2017 with EBVS college representatives, EC members and with the former and the new CEO. In a rather complex, challenging context, Peter has very successfully managed to facilitate 2 interactive days with 35 participants in the room, mostly academics with an outspoken opinion. Goal oriented and yet appreciative at the same time, Peter led the discussions towards concrete actions and next steps. His unique style as a facilitator, which he rightfully describes as ‘care-frontational’, has certainly contributed to a clear and meaningful action plan for EBVS. – Dominiek Maes (EBVS)