Two stone masons were cutting a block of stone in a quarry. A passerby asked them what they were doing.
“I’m cutting a stone” said the first mason.
“I’m building a cathedral” explained the second.
One saw what they had to do, the other could see the end result. One had a job, the other had a vision.
One was employed, the other inspired.
Whether it’s shared or not, our vision motivates our work.
Or doesn’t.
When a group shares a vision, magic happens.
Literally, a mysterious force takes hold. I’ve seen it happen. I’ve felt it. Like a wall collapsing to reveal something you haven’t seen before. That’s inspiration.
A leader’s job is to try to get some of that magic.
Inspiration can be seen as a soft term, it’s not. All of the infamous dictators and tyrants of history were inspiring. Like them or not, they managed to create a shared vision that drove people to do things. Magic can be good or bad.
Inspiration isn’t about great speeches or applause, that’s entertainment. Inspiration is about making people think differently. It’s about creating a strong feeling.
Any leader can do that, not just the entertainers.
Different personality types just have to do it differently.
The only rule is that if you don’t try, it won’t happen.
“..Inspiration is about making people think differently…”
How do you inspire?
If trust is important, you need to know that people will remember what you promised them in a year, or 2 years time. You’re better to promise hardship and challenges than a naive easy ride. Optimism doesn’t have to lead to fantasy.
Leaders who don’t value trust find it easy to over promise. In fact, over promising is a telltale sign that trust doesn’t matter.
If engagement is important, you need to tailor your vision to the audience. Talking about shareholder value to warehouse workers is about as inspiring as describing canteen menus to an investment banker.
Leaders who don’t value engagement find it easy to give the same message to every level of the organization. In fact, espousing the same message is a telltale sign that engagement doesn’t matter.
If change is important, you need to aim high. No-one gets excited by a 0.2% increase.
Leaders who don’t really want change find it easy to set low targets. In fact, soft targets are a telltale sign that change isn’t the most important thing.
Finally, if details matter, you need to have a vision for detailed things, not just the big picture.
Leaders who don’t care how their organization works find it easy to only share top line objectives. In fact, it’s a telltale sign that details don’t matter to them.
Do you share a realistic picture of where you want your team to be in a few years? Is it a rosy picture?
Do you adapt your message to your audience, knowing what they find attractive?
Do you set challenging goals, even if just to spark emotions?
Do you see clearly some detailed outcomes?
If you can’t see it, neither will your team.
Do you inspire?
.
.
“I might be wrong, but at least I’ve thought about it…”