Are you seeing what I'm seeing?

You'll never be successful in fusing the focus of two or more organizations without a shared vision. You have got to make sure everyone has their eyes fixed on the same desired future state or you are going to have a multitude of problems.

But, how do we cast that vision? How do we agree upon the vision? How can we make sure we are all seeing the same thing?

Great questions to be sure, and important ones to explore. Here are a few tips that can help:

1. Identify the Vision-Setter: Often this will be an obvious person, sometimes not. The real trick here is that it ought to be just one person casting the vision for the alliance.  With more than one company or group involved in the partnership choosing that one vision-setter can be problematic. I suggest that the organization with the most invested or the most at stake be the one to name the visionary. If all else fails, go with the partner that initiated the alliance in the first place. But, the bottom line here is that there should be one individual who paints the picture of where everyone is going.
2. Why?: You've got to know why. Why are we aligned to this particular vision? Why are we motivated toward this goal? Why do we need each other to do this? Why are each of the key stakeholders involved?
3. How Do We Get There: Once you know where you are going and why you are aligned together toward that goal, you must know how this will be accomplished. It isn't enough to simply know where the alliance is going, but it is important to know what is involved in achieving that goal. Who is involved and what are their roles?
4. What Do We Do: Most tactically, we need marching orders. What things will each of us be doing on a weekly or even daily basis that will help drive both organizations toward achievment of our shared vision? These marching orders are actually a part of that vision, but don't often think of it that way. The vision must be cast and agreed to first, but the associated parts and pieces must be attached.

It is important to note that most of the time we do this process in the exact opposite way. We determine what we need to do first. From there we start to analyze how we can get those things done. As we build those ideas up to one whole the over-arching theme develops and we can start to talk a bit about what the desired goal is.

We move from tactics to strategies to goals. And that is backwards.

It is basically impossible to inspire two or more disparate groups toward one goal if you are mired in the daily details all of the time. If you begin with the daily tactics in mind you will never rise above the tedium and you'll find yourself stuck. What's worse, the alliance won't grow. In fact, it will slowly drift apart as there is no shared vision guiding the plans and direction of the organizations.

So, please... Identify a vision setter and plot your course. Understand the goal and build the team together as you strive for the vision laid out before you. The daily needs will reveal themselves as you work together.