Strategic Leadership: Building a Meaningful Vision

Your service is busy, competent and reactive. Decisions get made on whatever landed that morning, because there is no agreed sense of where the whole thing is heading.

A day on setting that direction, checking it holds up against your team and your stakeholders, and turning it into something people can act on.

• Articulate a vision for your service that connects to its core purpose, not just to this year’s targets.
• Surface the values your team actually holds, and test whether your stated vision matches how the service behaves.
• Run a SWOT analysis that names uncomfortable weaknesses honestly, rather than listing strengths and vague distant threats.
• Map how external stakeholders see your service, and what they need from it that nobody has thought to ask them.
• Communicate your strategy so a colleague could explain it accurately to someone who was not in the room.
• Use our CLIMB methodology to turn the vision into a clear action plan, so it shapes what the service does next week.