Within these lines you often read about the need to give meaning to what you do. What is the meaning of your mission, your project and your next presentation? And this is only in the professional sphere! Being clear about what drives you is an inexhaustible source of vitality, serenity and motivation. Even if everyone is generally convinced by this notion, it is nevertheless not so easy to implement in practice everyday. Due to lack of inspiration, confidence or boldness, many throw in the towel and prefer not to venture into this realm.
In order to systematize the strategic search for an inspiring and unifying conviction, we made the IDEAL one of the pillars of our HUBSTORY® method. Companies define their vision; politicians speak more willingly about convictions, families share values… But behind these modes of expression, there is the same need to build a common ideal that motivates he who supports it and makes those who listen want to put it into motion. Sacrificing the ideal on the altar of pragmatism means making a serious strategic error. Companies that leave a strong mark and personalities that have made history are remembered because they communicated the convictions and values that inspired them.
It is not uncommon, in teams, to see a certain reluctance to talk about vision, as if it is not their role, as if it is the senior management’s sphere of influence, and they’re reduced to making a simple declaration of intent in an annual report. But a management team that focuses on performance and expressing leadership should instead increase the opportunities to assimilate the company’s vision and sustain it through all its missions, teams, projects, products and services. So every action is an opportunity to make this vision exist, to give meaning to each person’s role and to write a new chapter in the history of the organization. In such a company, each person, at his level, like a Russian doll, has the opportunity to make the common vision come to life.
While preparing your presentation, the ideal that you will set will be directly linked to your department, your unit, your management team and your organization. Be careful however to find the right fit:
- Your ideal must be inspiring. Collective intelligence, listening, sharing and cohesion are great assets but they are not an ideal. They are the means to achieve it; what we call “the magic sword”
- Your ideal should be measured and consistent with your mission. “Happiness on earth” and “world peace” are both respectable ambitions but generally beyond the scope of our missions
- Your ideal should not turn into an ideology. If this subject is closely related to the marketing strategy, it doesn’t exclude the sincerity of those talking about it. And an ideal elevated to a rule, from the moment it is no longer based on a shared value, quickly loses its impact, its cohesive effect and therefore, its influence.
From a more personal perspective, your ideal – what moves you, the reason you get up in the morning – is the source of your true motivation. It prompts you into acting with enthusiasm and perseverance. Looking for your personal ideal means letting yourself return to the source, a refreshing descent into what forms the foundations of our personalities. For, whether we’re talking about feelings or motivation, we’re evoking what is the primary mission of our entire nervous system, including the brain: to put us into motion.