My experience is that even if you have well described processes, competent tools and clear structures, it is not obvious that it makes sense for each individual - you simply do not see how it is connected and what it has to do with your own mission within the organization. Creating simple visualizations and explanations of how things belong together has become an important cog in how we work to synchronize ourselves. We have few, clear and well implemented concepts that carry the meaning of complex structures, processes and values. It is about how we talk about leadership when we talk about leadership, how we talk about development when we talk about development.

All professions use common terms for the simple reason that everyone should understand what is meant. For a craftsman, it is natural to call a wrench a wrench instead of describing the appearance, material and function of the tool. The term wrench is commonly used and everyone understands which tool it refers to. We apply the same principle as this example when we identify which tools, processes and structures are central to our organization. Next, we look for a suitable description and visualization of these and then we work systematically to explain, discuss and consolidate the concept or explanatory model with all people in the organization. All of our staff have different areas of expertise and it does not work to "copy and paste" an organization's thinking. Each person must understand and own it - and make it their own. This is how we synchronize ourselves and make a joint movement towards our vision and goals.

The figure above is simple to understand in its entirety for most people,if we pull in the same direction we are likely to get to the goal we are aiming for - if we pull in different directions we are likely to miss the goal. To own the idea of the arrows, the individual needs to be able to identify how the figure is applicable to the situation she is in right now. It represents both the individual participation in something bigger where she first and foremost looks at her own development and contribution to the team or organization, but also the group she is leading. As a leader in the organization, the task is to create a systematic way to reflect and discuss concepts, models and figures with the staff. Apply it to situations in the business, both successful and less successful. It is only when an explanatory model becomes truly relevant to an individual that it can be owned. By having few, clear and well implemented concepts that carry the meaning of complex structures, processes and values, we define how we talk about leadership when we talk about leadership, how we talk about development when we talk about development. This is when it becomes really useful in everyday work and makes us move in the same direction.

The blog is written by Aaron Diseborn. Quality & Development Manager at Hudikskolan and Hudikgymnasiet.