Harry threw me off course in episode 48 of Traction Heroes. At first, I thought was reading from a book about mind mapping. Soon, it became clear it was about something else: how to define a clear vision for a team or organization.
Visions are notoriously hard to articulate. Drawing a picture — especially a picture of the whole forest, plus the trees — can help. The passage Harry read from Cameron Herold’s Vivid Vision explores this idea:
So to visualize something a little more tangible, think about a tree trunk in the earth, inner core with its branches stretching out into the sky. Each of those branches contains twigs extend further out. The mind map works in a similar way, a core that branches out into smaller components. Now, apply this to the world of business. As the leader of an organization, you’re firmly planted at the center, and the various areas that contribute to the business branch out: marketing, sales, engineering, and so forth. With that in place, build off that by describing those branches in about three or four bullet points each. In other words, describe what your marketing looks like and sales and so on until you’ve captured every idea. Remember too that among the branches of your business, you want to consider every aspect of the organization: the vibe, informal codes of conduct, the fiscal environment, the scenery, all of that. Deliberately leave out numbers and data. Get a feel for the place. When you step out of your time machine three years from now and walk around the office, what’s happening? What can you say that is typical of the business three years from now? The mind map is an initial foray into the vivid vision and will act as an outline for the rough draft that you, the leader, will then write.
I’ve sketched diagrams before when outlining articles, workshops, and presentations, never in service of aligning around a company’s vision. Harry’s done it several times and found it easier than trying to write it out. Seems useful — check out our conversation for more: