The visioning process evokes a considerable amount of emotion, it requires time and effort. The believing doing gap exists because leaders are ill prepared for the level of engagement that this process actually demands and the steps required to close the gap from believing to doing.

I’ve returned from Barcelona where I’ve been working with a customer to develop a learning and development strategy to align with future business changes.

I am thoroughly impressed by the level of preparation for my work with this multinational team. All the necessary data and resources had been prepared beforehand and they provided comprehensive background information on the project.
In contrast to a recent contractual experience where obtaining essential data was a painfully time-consuming process, hindering productivity, this meticulous preparation enabled significant progress right from the start.

It is clear that my host had put a lot of thought into creating an experience to positively impact effective collaboration.

beware the believing doing gapThe location selected for our first team meeting was Park Güell. Our host Aleix gathered us to listen to the story of the park which began as a visionary project to accommodate 60 houses. Count Eusebi Guell was a “real estate developer”, in the early 20th century, wanted to build a luxurious and exclusive walled residential neighbourhood, on a 15-hectares rocky hill with little vegetation.

The vision was a personal passion. Yet, without substantive ideas, a plan,  and resource to provide necessary infrastructure it fell into the believing doing gap and the process came to a screeching halt. Failure to buy into the vision because of the lack of planning led to a lack of buyers and the project was abandoned. Park Güell eventually became a public park.

Beware the believing doing gap, a failure of leadership to follow through on the work required to bring a vision to life.

The choice of location provided a sensory experience, the story connected us to our purpose for being there and reminded us to avoid the vision being so aspirational and lacking in practicality people become sceptical of its feasibility.

The vision of the organisation’s future aroused powerful emotions however, we were constantly grounded reminded of the failures in the story, and of our responsibility to provide process and to follow through on the work required to bring a vision to life.

Influenced by that story and the amazing surroundings we set to work on a plan to support the vision and provide direction for shaping people process and performance.

While I pull together the pieces of the puzzle to frame the vision into a strategic plan, I realise the enormous challenge and commitment that this process demands, some of the pieces are missing and many will change shape however, I am confident that it provides a basis to formulate strategy that can be acted on.

Want to avoid the believing doing gap? Our business strategy development workshop will provide the development required to ensure your vision becomes reality