Developing a vision and values may not feel like important first steps in building a business, but they help define your internal culture, organizational identity and how you attract and retain employees. According to management professor Mark Lipton, a clear compelling vision can make a marked positive impact on organizational performance and serve as a beacon for a company’s direction.
“Visions need to challenge people, evoke a feeling that draws people towards wanting to be a part of something quite special. When a vision is framed as something that is achievable within a set amount of years, then it falls into the terrain of a strategic plan."
In our case with the Host Committee for Super Bowl 50, we needed a small, dedicated team with individuals who knew how to 1) make an event of this magnitude actually happen 2) meet the needs of our incredibly diverse region, the San Francisco Bay Area, and 3) strike a delicate balance when items #1 and #2 were at odds. To help us find these people, we turned to our values to guide us.
Here are some of the things we shared with candidates so they could make an informed decision about wanting to join our family, and we could make informed decisions about their motivations:
- Our commitment to creating a Super Bowl experience that would be uniquely Bay Area, and celebrates our communities and people like no other event had ever done before.
- What success could look like if we did this right. In our case, we wanted to be the most giving, most shared and most participatory Super Bowl to date.
- We believed good ideas would come from every part of the organization, no matter your title or years of experience, so we needed people who were willing to step up and contribute.
- The importance of looking out for each other and taking care of one another along the way.
- We would be transparent and will expect them to be the same.
- That they would work harder than they had ever worked before, but this work would result in something they would remember and could be proud of for the rest of their lives.
Our prospective hires got to hear from the beginning how they would not only be actively involved, but also how they would have the opportunity to really make a difference.
Remember, during the hiring process, it’s important to set realistic expectations of what the job entails with any prospective candidate without sugarcoating it because, on average, one-third of new hires quit their job after just six months of employment. By helping candidates to understand their role, how they can contribute and what is really expected of them from the onset, it can help identify those who should be on the team, and those who shouldn’t.