Page 147 - Fearless Leadership

134 FEARLESS LEADERSHIP

able, people will comply or intellectually align, but they will not fully
commit with heart and mind. The behavioral agreements of committed
partners and the road map for achieving emotional and intellectual align-
ment are introduced in Chapter 6 and developed in each subsequent
chapter.

Nothing happens until you publicly declare your stand.
People do not take up arms until the General calls for action.

Many leaders think they are declaring a stand when what they are really
doing is stating a position. Providing a list of objectives does not fulfill the
need for a human and emotional purpose—a higher purpose. A com-
pelling stand must be a worthy goal that inspires people to lift their vision
to a higher standard, something that goes beyond normal limitations.
Don, a senior executive, asked me to watch his presentation to a group
of leaders and provide him with feedback. He was articulate, clear, and
provided a detailed presentation on his business strategy. By the end, his
leaders got the message, but the room was flat; there was no energy, enthu-
siasm, or passion for the game. And as we all know, even the best players
on a team must have passion for the game or they do not perform at their
optimum capacity. Like most leaders, Don presented an intellectual mes-
sage designed perfectly for the rational, logical mind. I asked him, “What
were you thinking about when you were speaking?” He said, “I was think-
ing about how much information I needed to cover.” “Well, there’s your
problem,” I responded. “You think speaking is about you, not about the
audience. You need to personally connect with the people you are speak-
ing to. All the information in the world does not boost your credulity unless
people are engaged.”
It wasn’t that Don lacked emotional commitment; what he lacked was
the ability to express his emotional commitment and connect with the
group. As with so many leaders, Don defaulted to relying on logic to carry
the weight of his message.

Stop Convincing and Start Enlisting
Why do leaders feel they have to argue for business results and convince
people of urgency? Is it a blunted ability to deal with the dual sides of emo-