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Skills Icon: Listening
Skills Icon: Speaking
Skills Icon: Problem Solving
Skills Icon: Creativity
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Communication

Speaking

Receiving, retaining and processing information
Transmitting information or ideas
Finding solutions to challenges
Using imagination and generating new ideas
Overcoming challenges and setbacks to achieve goals
Setting goals and designing routes to achieve them
Supporting, encouraging and motivating others to achieve a shared goal
Working cooperatively with others to achieve a shared goal
Step
16
:

Inspiring others

I communicate a vision persuasively

Core ideas

A

What is meant by communicating a vision

A vision is a clear mental view of something that is going to happen in the future. This is closely linked to creativity, as it is imagining something that has not happened or that does not exist yet.

Many organisations, particularly in the not-for-profit sector, have vision statements which outline what it is that they are working towards, or want to achieve: For example, the end of poverty, deaths from a particular disease, or inequality of opportunities. 

An inspiring vision is a clear and powerful idea of what the future could look like. It should be exciting, meaningful, and motivating, giving people a strong sense of purpose. A great vision is easy to understand and helps people see how their efforts contribute to something bigger.

To be inspiring, a vision should be ambitious but achievable. It should push people to aim high while still feeling possible. It must also connect with people's values and emotions, making them feel personally invested.

A strong vision is clear and specific, not vague or confusing. It should paint a picture of success and show why it matters.

B

Why and when communicating a vision is helpful 

An inspiring vision must be shared effectively. Leaders should speak about it with passion and belief, helping others see its importance. When people feel inspired by a vision, they are more likely to work towards making it a reality.

For a vision to inspire people, there is certain content that needs to be covered:

  • What is the goal that you are working towards?
  • What is the problem that will be solved?
  • How will the world be better as a result?
  • Why is your vision credible? What is the evidence that it is possible?
  • What will the benefit be to the people who are listening?
  • What do you need your listeners to do?

It is important to find the right time and place for this sort of communication - it requires the right planning and for the audience to be aware and receptive to hear it.

C

How to communicate a vision persuasively

To make a vision a compelling one, it has to cover all of the key points above, but then it how you speak about it needs to go further than that, by painting a mental picture, and also:

  • Building trust, by building up your credibility and demonstrating your empathy with the problem and why you are invested in your vision. 
  • Getting an emotional response, by using stories, real examples and expressing your own emotional response to the challenge or problem. You can also build off that to demonstrate your enthusiasm and excitement about your vision, and how the world would be different if it could be achieved.
  • Using facts and logic to show that what you are proposing is achievable and that your vision is credible.

Moving to action, by showing what you are already doing to bring this vision about, and what the listeners should do to support you.

Assessment

Reflective questions for individuals can include:

  • What is an inspiring vision?
  • Why and when is it useful to communicate an inspiring vision? 
  • How can you communicate an inspiring vision effectively?
  • When have you communicated an inspiring vision, and how did it go?

Observation cues for trainers can include:

  • Is the individual able to create and communicate an idea or vision compellingly and convincingly? 

Evidence can include individuals’ self-reflections, recordings of them speaking, and observations from others.

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