By Steve Moran
She had worked there for six years.
Six years of showing up, doing good work, caring about her residents. She knew their names. She remembered their families. She stayed late when it mattered.
She was a way-better-than-average team member. But she didn’t love her job. If anything, she was quietly resentful.
One day her immediate leader asked her a simple, even obvious question, just casually over coffee: “What do you think we’re really here to do?”
After a long, long pause.
“Take care of people?”
It wasn’t a terrible answer. But it wasn’t the answer. It was an aha moment for the leader; after six years of staff meetings and all-hands updates, countless staff trainings, and framed mission statements in the lobby, the best she could come up with was an answer that was more of a guess than a conviction.
I want to be clear here: This was not a team member failure. It was a leadership failure.
Here is the uncomfortable truth: your team cannot be guided by a vision they cannot articulate. And most of them can’t articulate it. Not really. Not in a way that would change how they make decisions on a Tuesday afternoon when you’re not in the room.
The good news is that there is an EASY FIX.
This works whether you lead an entire organization, a region, or a department of five. Just scale the vision to what you’re responsible for.
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