How do you get others to support your leadership vision?

This is about knowing your WHY. Understand for yourself why you are doing what you are doing. Let that lead into vision and then mission.

To garner support for your vision as leaders we must communicate our vision clearly and align it with shared goals. We gain trust when we foster open dialogue, listen to team input, and demonstrate how the vision benefits both individuals and the organization as a whole. Daily, we build trust through consistent actions and lead by example to inspire others to rally behind the shared vision.

In the words of Simon Sinek ‘Start with Why’ Knowing your ‘why’ and sharing it provides clarity and connection for your compelling vision, that others will want to follow

Think Dr. Martin Luther King, He didn't say, "I have a plan" or "I dream of a world that thrives." He said, "I have a dream where we respect each other, black or white", "I have a dream where our kids walk down the street hand in hand regardless of race, gender and ethnicity". That's specific, not marketing jargon. What you as a leader is asked for is a dream, a cause that is larger than you. What's your new tomorrow? An effective prompt I often use with the leaders to define that is, "What do you think have been unfair in your life, and why?" Give it a go and let me know what you come up with.

O líder precisa ter autoconhecimento, saber o que valoriza, o que o motiva e conhecer seu objetivo. As pessoas só apoiam aquilo que reconhecem como sendo de claro valor para o líder e se sentem envolvidos no processo de busca do objetivo.

When working with executives on sharing their vision, I stress the importance of repetition. Leaders spend significant time shaping and refining their vision; they are oftentimes eager to move forward and take action by the time they are ready to communicate the vision. They may be inclined to give short shrift to the communications - but it’s critical to invest the resources to create awareness and drive adoption of the new vision to assure its success. There’s truth in the adage that people must hear a message multiple times before they integrate it - and through a variety of vehicles. I advise leaders that, by the time they’ve grown weary of sharing the message, the team may just be starting to truly hear and understand the vision.

If your vision is about a big problem that you are attempting to solve it inspires a lot of people to connect and get associated with. Alternately your vision could also be about changing the status quo of an organization or a community to a better state of being. People connect & relate to those big picture aspects more easily then to technical details at the outset.

In my experience, I have seen one thing work constantly well. Explain the “why”. Tell them why the plan is needed, how to roll it out, and what changes are to be expected. Knowledge is powerful and with power comes freedom to make changes.

Communication on the vision is crucial as your words also have the power to inspire people. The buy in that can be accomplished with knowing how to communicate one’s vision cannot be underestimated if it is done properly. It needs to be very clear and there needs to be an understanding of the why behind it. Why should people follow this vision? If you are able to answer that while also inspiring people to come along on the journey, I believe your vision has been properly communicated which will create the necessary excitement and buy in into the vision.

Consistent simple messaging and relentless repetition are critical to communicating your vision. You may be bored with your message but stick to it. Keep it simple. And keep saying it over and over again. Consider how you can incorporate the vision into the structure of the organization. For example, maybe reviewing the vision becomes part of the meeting agenda.

Noida's neon hums outside my window, but within, a different rhythm beats. "Dhrisya," our IT staffing startup, is not just about placements; it is about igniting dreams. But 2024's job market is a tangled jungle. So, I gather my team, their faces lit by the glow of ambition. "Let's be the machete," We craft personalized roadmaps, bridge skill gaps with AI mentors, and forge connections with global giants. Doubts whisper? I share my own career journey, the nights fueled by Maggi and dreams, the rejections that steeled my resolve. And they share theirs, fears and aspirations, weaving a tapestry of shared purpose. Our dreams reach for the stars, and together, we will code our own constellations.

An effective way to inspire others is to nominate champions of the change. These are employees who are highly engaged in the vision/changes who can leverage their intuitive enthusiasm and excite others to see the positive and optimistic perspective the vision is intending.

I would that you have to remember that you’ve likely had this vision for weeks, months, or even years. You’ve worked on it, dreamed it, developed it, and planned for it. You are ready to make it a reality! Yet for others it is new, and likely means change and a journey through uncharted waters. They need information, not just your excitement. How is the vision going to impact their future? The future of the group you and they are part of? At this early stage your goal is to connect your vision to their world - don’t assume they will connect their world to your vision right away.

Positivity has a ripple effect. The vision of a leader is important; sharing, communicating, offering examples or case situations utilizing a mission in a positive manner by team or community members forms a contagion.Be grounded in your vision and offer ways to holistically express it, perhaps utilizing the 5 senses for example or mind-body connectivity, forums,visuals, or workshops. Make it meaningful to individuals yet provide what matters as being part of something bigger than one self.

Inspiring others starts with authentic storytelling. In my experience, sharing personal narratives that align with your vision fosters deeper connections. According to research by Gallup, leaders who connect on a personal level can boost employee engagement by up to 59% (Gallup, 2022). One time at work, I shared my journey of overcoming challenges to implement a new strategy, which not only energized my team but also invited them to share their own experiences. This mutual exchange cultivated a supportive environment, reinforcing the vision. When leaders embrace vulnerability, they empower others to contribute actively to the shared mission. Leadership is a collective journey, and inspiration paves the way.

Walk the walk, then talk the talk (in that order). Ensure you are visible and present on the frontlines to acquire valuable perspective that will help you gain genuine “buy in” from the team who will at some point execute your vision. Understanding it’s difficult to find the time, I have always benefited from investing time in/with my teams.

Here is a vital leadership and vision equation component: get people to see themselves in it. Gone are the days when simply telling people the vision will motivate them to make it a reality. Your team wants to adopt a company's vision that will allow them also to achieve part of their personal vision. This means that you as a leader must care enough about your people to engage with them to find out what they desire to accomplish. Then, build a linkage between your vision and their vision by allowing them to achieve something significant by applying themselves to your company's and department's vision. That linkage leads to a deeper personal connection and ownership of your vision. That ownership shows up in their performance and results.

"People are eager to make an impact on the world, but often don't know where to start. As a leader it is our responsibility to demonstrate how." I've noticed a common trend among amongst people is that they all struggle with losing sight of their vision. It's easy to get caught up in the daily grind, routines, and obligations that we forget what pushes us forward. We start to feel like our lives are being driven, rather than us driving them. Some ways to engage people in your vision is: -Communicate and re-communicate with clarity -Create achievable and tangible goals -Define clear action plans -Check-in along the way -Re-align your goals And ask yourself how can I as a leader contribute to this vision today

Engagement in a shared vision goes beyond words—it's a dynamic, collaborative process. For instance, when launching a new product line, the team actively involves everyone in the planning and decision-making. They seek input and ideas from each member to ensure diverse perspectives are considered. Sarah, a team lead, delegates specific responsibilities based on individual strengths and empowers her colleagues to take ownership. Continuous feedback and recognition are integral. Weekly progress meetings celebrate milestones and address challenges. This engagement fosters a sense of ownership and unity, making the team truly part of the vision's realization.

Selling people on my vision is a tactic that has always proved helpful in my leadership experience. People are more likely to help you achieve your vision if they feel like they have a stake in the outcome. This is only possible when you align your vision with their desires. The vision may be the yours, but think more about what your teammates want and satisfy those wants. They'll be more motivated to support your vision when you do this. This, of course will be done alongside the points outlined in this article. Thank you.

Conflicts occasionally arise when pursuing their shared vision. For instance, when expanding into a new market, team members may have differing opinions on the market entry strategy. To resolve such conflicts, our team lead employs active listening. He encourages open discussions, allowing each member to express their concerns and ideas. By acknowledging the emotions and perspectives involved, he helps the team find common ground. He fosters a collaborative atmosphere, often bringing conflicting parties together to negotiate and find mutually beneficial solutions. This conflict resolution approach ensures the team remains aligned with their shared vision while addressing diverse viewpoints constructively.

It Is really important to foresee conflicts that may arise from people seeing your vision from their own perspective . Looking through their lens will help you understand why they have those emotions and reactions and other responses. Listening to understand is a key component in resolving such conflicts around your vision.

Communication, understanding, and being receptive is key when dealing with conflict and emotion of a vision. Understanding that questioning any aspect of the vision isn’t a personal attack. Acknowledging the possibility of a disconnect, misunderstanding, or just a difference of opinion is ok. Finding common ground with others and seeking solutions to bridge the gap of the conflict will make everyone involved feel valued.

Use a problem-solving approach that focuses on the issues, not the personalities. Identify the common interests and goals of the parties involved, and generate alternative solutions that satisfy them. Negotiate and compromise in a fair and respectful way. Seek external help or mediation if needed. Apologize and forgive when appropriate.

Conflict can be good! It's an effective way to stress test your vision. It can help you refine your vision and see things in a different light. Be open to collecting the feedback. You can then pick and choose what to incorporate based on what resonates with you.

La visión solo será potente y capaz de impactar , si el entorno se siente parte de la misma. Por eso es absolutamente indispensable asegurar que tiene elementos concretos que han sido producto de la colaboración del grupo. De esa forma deja de ser “mi” visión , y se vuelve “nuestra” visión. Entonces el resto está motivado y comprometido a incorporarla en la cotidianidad y de compartirla.

Adaptability is core to any plan, but most especially in the area of vision. One of my favorite quotes is “a battle plan is only great until the first shot is fired.”

Storytelling is one of the most potent tools a leader can use to share their vision. It's not just about conveying information; it's about creating an emotional connection, painting a vivid picture of the future, and inspiring action. When you tell a story as a leader, you invite people into an experience. Think about some of the greatest leaders and movements throughout history. Their success wasn't just built on strategies and policies but on powerful narratives that captured the hearts and minds of their followers. They didn’t just lay out a plan; they shared a compelling vision of what could be, a story where everyone had a role to play.

Most importantly, model your vision. We have too many people claiming to be leaders. They can talk the talk but are not walking the walking. When I am working to help people buy into my vision I want them to see me modeling what I want to see in them. When people see you doing the work they will follow.

Supporting a leadership vision requires more than just communicating ideas; it demands genuine engagement. In my experience, leaders who actively seek feedback and incorporate team insights foster a collaborative atmosphere. For instance, a leader I worked with conducted regular “vision workshops” where team members contributed their perspectives. This not only strengthened buy-in but also enriched the vision with diverse viewpoints. According to research from the Harvard Business Review, inclusive leadership significantly boosts team morale and innovation (HBR, 2020). Ultimately, creating a culture where everyone feels valued is essential for realizing a shared vision. Leadership is a journey best traveled together.

Much as the above post is about knowing one’s vision, developing it and inspiring others to support it, might I suggest a different way to frame the challenge and opportunity? It’s less about “my” vision, “your” vision and “their” vision, but “our” vision. So what has to be in place is an enabling environment and opportunities for those participating in developing a vision to feel it emerges from a shared sense of common purpose, with individual and collective agency and ownership at its heart.

Para ter apoio e mudar a visão de liderança, é necessário um projeto completo de mudança do sistema sócio-técnico de gestão da organização, incluindo estabelecimento da nova mentalidade e prática da mesma (parte social), assim como da definição das novas competências comportamentais e do método de avaliação e desenvolvimento delas (parte técnica). Para tanto, metodologias de gerenciamento de mudanças como os oito passos de John Kotter e do método ADKAR (por exemplo), são essenciais.