There was a stunned silence. What he had said was so simple, so clear and so simple. Compared to the other reports, in just a few words Michael had communicated so much. Everybody felt inspired.

Michael is an impressive man, even though he is still a teenager. He was sharing his vision to a discussion group of equally impressive peers and in that moment we could see he is destined to make a big mark on the world. His idea was that every farmer in India could easily prosper, rather than live on the bread line.

He had succinctly connected everyone with a pain they felt, and outlined the solution. In that moment everyone saw his audacious idea was possible.

Michael had expressed a powerful vision.

How did he do it?

Firstly the words he spoke only carried part of the message. Probably only a small part, so if we’re looking for a slick line to trot out in the elevator, we’re chasing a rainbow. The words will change every time we express our vision because every context is different, different people with different things on their mind.

The purpose of rehearsing lines is to program our deeper mindset so our vision is spontaneously inspiring.

Creating an inspiring vision

As Michael sits back in a meeting listening, he’s is following a process with discipline.

The real problem
Firstly he’s seeking to understand the deeper significance.

The real issue is only ever revealed after a group has asked many ‘why’ questions. Each ‘why’ digs deeper and builds meaning for the group. Michael is patient when he’s asking the ‘why’ questions because most people become uncomfortable digging down to deeper into an issue. That is because acknowledging the deeper issue always calls for greater personal accountability.

Michael has developed judgement of his team so he knows how deep he can go before the challenge become greater than the collective resilience of the team.

Developing a vision
Once Michael is clear on the root cause of the issue then seeks to understand what would be a good solution. He then forms a vision that will scare some and inspire the movers and shakers. He’s striving to understand what the team can achieve with the right amount of stretch.

The amount of stretch depends on two things; Michael’s belief and the collective belief of the team that the vision is realistic. If the vision entails a big stretch the team will be firstly watching Michael to see if he believes it is realistic. They’ll be taking in all the subtle clues in his body language, his words, tone and pace that indicate confidence.

Michael is patient here too, because asking people to think about what could be is implicitly asking them to step out of their comfort zone. He’ll know he’s stretched them when people revert back to more stories and examples of the problem, rather than exploring what could be.

Presenting the vision
In preparing his vision, Michael understands that the solution has to meet the needs of individuals first and the company second. He’s studied the team, particularly those he most wants to engage. He knows their needs on all levels; physical, intellectual, emotional and spiritual. With this understanding he is able to spontaneously choose words that express the vision in terms of benefits to individuals and the company.

He knows that for some, his expression of the vision can be weighted more in terms of benefits to the company, and for others his vision has to be expressed solely in terms of benefit to the individuals.

Finally Michael knows that detail, particularly about how a solution will be implemented is uninspiring, even though that is where many people’s thinking quickly moves to. He’ll allow his belief and strength of personality to carry the day. For now he wants to gather people in with his performance and he’ll work with his leaders to do the same regarding a vision their responsibility. Then they will devise the strategies to move forward.

Michael’s Rules
Speak less in meetings. (Practice restraint)
Reserve my opinion. (Express my opinion only to answer a question or to set up for a question)
Seek first to understand the deeper issue (good questions)
Understand how individuals will benefit from the solution
I express my visions in terms of benefits to the people I need to engage
Expressing my vision is a performance

Author's Bio: 

Donald Jessep

“There’s got to be a better way” was what I clearly recall asking as a boy. I was referring to how the farm workers didn’t look inspired and most left after a few months. I was brought up on a farm deep in the high country of New Zealand. It was natural that I should take over the family farm ... until my mid 20’s

For the past 25 years I’ve lived in Auckland, learning the skills for working with people that most take for granted. I started selling door to door, then owning two businesses and for the last 9 years, I’ve shown business owners and leaders how to engage a team of inspired, enthusiastic; employees, customers and supporters.

Cate my wife, a leading environmental educator, and I have raised 2 boys in the home we purchased 22 years ago. Duncan is the president of the student association of Auckland University, 3rd year, studying business and psych. Alex, in his 1st year Auckland Uni, studying engineering and business. He gained the 65th highest academic achievement for New Zealand in his last year at high school.

My oldest son, with my first wife, born before I was equipped to be a good father is a master at building radical off road vehicles.

My work is to help people be inspired, satisfied and at peace with their work, their lives and the world.

As a speaker I’m interested in conversations that share the power of a vision, making visions so vivid and clear that people become excited and engage in practical ways ... people take action.