ANIMATE THE VISION
Leaders have to engage others to join in a cause and to want to move decisively forward. Part of motivating others is appealing to their ideals. Another part, as demonstrated by King’s “I Have a Dream” speech, is animating the vision, essentially breathing life into it. To enlist others, you have to help them see and feel how their own interests and aspirations are aligned with the vision. You have to paint a compelling picture of the future, one that enables
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G E constituents to experience viscerally what it would be like to actu-
ally live and work in an exciting and uplifting future. That’s the only way they’ll become sufficiently internally motivated to commit their individual energies to the vision’s realization.
“But I’m not like Martin Luther King,” you say. “I can’t possibly do what he did. Besides, he was a preacher, and I’m not. His con- stituents were on a protest march, and mine are here to get a job done.” Many people initially respond this way. Most don’t see them- selves as personally uplifting, and certainly don’t get much encour- agement for behaving this way in most organizations. Despite the acknowledged potency of clearly communicated and compelling visions, our research finds people more uncomfortable with inspiring a shared vision than with any of the other leadership practices. Their discomfort comes mostly from having to actually express their emo- tions. That’s not easy for working adults to do, but people are too quick to discount their capacity to communicate with passion and enthusiasm.
People’s perception of themselves as uninspiring is in sharp contrast to their performance when they talk about their personal- best leadership experiences or when they talk about their ideal futures. When relating hopes, dreams, and successes, people are almost always emotionally expressive. Expressiveness comes naturally when talking about deep desires for the something that could be better in the future than it is today. And it doesn’t matter what language they are speaking.
Most people attribute something mystical to the process of being inspirational. They seem to see it as supernatural, as a grace or charm bestowed on them—what’s often referred to as charisma. This assumption inhibits people far more than any lack of natural talent for being inspirational. It’s not necessary to be a charismatic person to inspire a shared vision. You have to believe, and you have to
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develop the skills to transmit your belief. It’s your passion that brings the vision to life. If you’re going to lead, you have to recognize that your enthusiasm and expressiveness are among your strongest allies in your efforts to generate commitment in others. Don’t underesti- mate your talents.