Role of the Coordinator

This is a pivot role and quite time-intensive for seven weeks. It requires, and depends on its effectiveness, an extremely precise definition of the vision (agreed by the selectee).

It requires a point-to-multi-point communication structure to efficiently disseminate and collect information in an effective and efficient manner.

Some of the key suggestions for coordinators include:

  • Obtain all contact details of all VisionCircle members;
  • Find out preferred means of contact, time of contact and constraints (eg hold-ups, barriers, family events, travel, work commitments, etc)
  • Obtain all private e-mail addresses and set up as 'group mailing' within your mail programs - this will be needed at least once per week.
  • Identify specialist skills amongst VisionCircle members as many/some of these will need to be called upon at different times;
  • One week prior to the start, meet with the selectee (more often if needed) to identify as many core focus areas as there are members (less the selectee and the coordinator), eg 20 members therefore 18 core focus areas;
  • Circulate core focus areas to VisionCircle members requesting their ideas and suggestions as to the role they would like to play, or would prefer not to play;
  • Before Day 1, talk to each member until the two of you agree the on the area of their focus for the seven weeks - stress that each person can call in other in the group to help fulfil this role;
  • Ask each member to prepare for the first planning meeting - to scope the role/tasks for the seven weeks - define realistic outcomes. The period after selection but before 'commencement' is the most important week of the vision for the coordinator.
  • Planning Session #1:
    • Coordinator needs to conduct this session with the selectee confirming each role;
    • List roles 1-20 with expected focus and outcomes. Others can add ideas and make any contribution they like, but there can only be one facilitator for each role;
    • Each individual can contribute to any task, and each facilitator can call on anyone's assistance;
  • Each week a message needs to be sent out to each member (individual focus) and to all members requesting an update and reminder of agreed dates and deliverables;
  • As each facilitator achieves an outcome, the coordinator advises the selectee and the other members, who may rely on such an outcome as a key element of their role. If a contribution has been made, send congratulation and circulate to group so everyone can share the outcome;
  • Complete the weeks 1, 2 and 3 worksheets which focus on each role/facilitator per week;
  • In week 2, remind all members of the review meeting scheduled to be held at the end of week 3 - all are expected to prepare a summary of achievements/progress for the mid-vision meeting;
  • End of Week 3 meeting is for the purpose of:
    • Reporting on progress to date
    • Developing the plan to completion
    • Identify where assistance may be required;
  • Each facilitator must liaise with the selectee at least once before the week 3 meeting to ensure that all is going well, is what the selectee expected and wants, and to keep the selectee informed;
  • The Coordinator needs to call the selectee daily to keep him/her informed of progress, ratify that tasks are contributing to the vision, and the selectee is comfortable with progress and direction of effort;
  • If a member is confronted with circumstances which prevent the completion of the agreed role, then the coordinator must reallocate the task to someone else since many/most of the roles may be mutually interdependent with the roles and tasks of others;


  • Because of the interdependence of tasks, some tasks might be better to commence later than other as the vision start to take shape. As an example, developing a cost and revenue model is only meaningful when the concept to be modelled is relatively clear;

End of Vision Meeting

  • This is the final opportunity to pull it all together into a coherent whole;
  • Although outcomes are often more tangible in the non-printed form, there are many forms of legitimate vision deliverables eg a website, the forming of a new organisational entity, media interviews, etc; it is still important to document (in writing) each section which outlines the way ahead after the seven week period. The seven-week tasks and outcomes must contribute to the selectee's longer-term vision.


  • After seven intensive weeks it is important that the members come together in a social situation to present the VisionCircle's gift to the selectee in a formal 'ceremony'. All should be thanked for their role and their collective pride in honouring the visionary by the Coordinator;
  • The selectee is expected to respond in a suitable manner.

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