Page 120 - How to Drive the Bottom Line with People

Built to Serve

Each day, team members make decisions based
largely on their knowledge of United’s vision. In cul-

ture-driven, people-centered organizations, training
manuals and checklists may have a role in standard-
izing policies or programs, but they do not take the

place of the organization’s heart and soul. A clearly
communicated and understood vision statement
empowers team members to make decisions that sup-
port the organization’s higher purpose.
Since leaders cannot delegate responsibility, they

must rely on delegating authority to get much of the
work done. It is impossible to equip everyone with a
96
= list of action steps that will cover every conceivable

scenario. On the other hand, it is possible to ensure
that everyone in the organization understands who
you are and who you aspire to be. Having this knowl-
edge creates workplace ambassadors with a license to
make good on the higher purpose.

This knowledge connects people to a common
cause, resulting in a high level of trust and a degree of
order, both of which are necessary in today’s world.

Some leaders wrestle with the concept of a vision
statement, never really grasping the pervasive way in
which a vision unleashes potential. This simple illus-
tration might help leaders grasp the idea.