WEBVTT

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To be clear, before we move forward,
what I need to explain is,

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what are we not talking about
when I use the word vision.

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Oftentimes when I talk about creating and
communicating a vision,

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people think about the words that
are written up on the walls in

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the foyer of organizations, that this is
our mission statement, this is our vision.

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And those are needed.

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They're necessary.

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But that's not exactly what
I'm talking about today.

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When I talk about a vision,

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what I'm talking about is what you
actually say to your employees.

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When you're with them every day, what
are you communicating about the current

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reality that we're in and
ultimately where we're going?

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So, remember, what we're not talking
about here is the fancy words,

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the marketing speak that shows up
on the walls in your organization.

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You need that.

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That's important.

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It reinforces the vision that you're
communicating on a daily basis.

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But what we're really talking about here
is what are you communicating every day

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through your words and your actions.

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So just keep that in
mind as we go forward,

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about what we're not talking about and
what we are throughout.

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The model that I'm going to share with you
for creating and communicating your vision

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articulates not only what you say but
how you say it.

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Some people like to talk about
it as substance verses style.

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There's an old adage that
says it's not important or

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it's not about what you say,
it's all about the style.

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It's all about how you say it.

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And to be very truthful and
honest, that's nonsense.

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Both are critically important.

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What you say is important
as well as how you say it.

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I can be fancy.

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I can be able to stand up and give a very
compelling talk in the short term.

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But if the substance of what I'm saying is
not there, ultimately, long term, people

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stop believing in that vision that you're
trying to communicate or articulate.

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So, remember, it's what you say and
how you say it.

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As part of our discussion here,

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we're going to break down
both of these components.

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I'm going to start with what you say, and
then we'll transition to how you say it,

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both verbal and non-verbal body language,

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as you think about communicating
your vision to your team.

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In terms of what you say,
I've been studying now for

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the last several years CEOs,
entrepreneurs, small business owners,

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educators, in terms of
what are they saying to

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capture people's attention to motivate and
engage them in a compelling vision.

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And what I've learned is,

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in all of these visions that work,
that really motivate and engage employees,

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each of these visions answers
three fundamental questions.

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And so I'm going to walk you
through each of these questions and

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give you an opportunity to
think about the impact of that

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question on the team that you're
either part of or possibly managing.

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The first question is really getting at
the core purpose of why your team exists.

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The question is why do we do what we do.

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Why do we exist?

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Again, really that core purpose question.

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Let me share with you a few examples.

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The first one that I'm
going to share with you,

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I want you to think about
what company is this.

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If you just read the words without knowing
anything else, can you guess the company?

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So here's the first one.

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To be the Earth's most customer-centric
company for four primary customer

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sets: consumers, sellers,
enterprises, and content creators.

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Now, I took these words directly
from the CEO of this company.

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So let me pause.

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Can you guess what company this is?

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You have it?

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Maybe even write it down.

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Here's the company, Amazon.com.

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Now, interestingly,
if you go back prior to Amazon

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getting into the digital media business,
movies, streaming content, etc.,

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interestingly, the core purpose, the
statement around why do we do what we do,

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and who are we at the core
was we want to be the place

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online where people from around the world
can come to buy anything they want.

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The question I ask you is,
which of those is clearer and

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which of those is most compelling to
you as a statement of why do we do what

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we do and who are we at the core.

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Let me share with you another example.

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To refresh the world,
to inspire moments of optimism and

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happiness, to create value and
make a difference.

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Three statements, all part of a vision,

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all part of the question,
why do we do what we do.

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Going back, to refresh the world,
to inspire moments of optimism and

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happiness, to create value and
make a difference.

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Three statements,
all part of this company's communication

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of why do we do what we do, part of their
vision, again, to refresh the world to

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inspire moments of optimism and happiness,
to create value and make a difference.

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Again, let me pause.

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Can you guess, maybe write down,
who you think this company is?

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Do you have it?

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Okay.
Here we go.

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This is Coca-Cola.

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To refresh the world, to inspire
moments of optimism and happiness,

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to create value and make a difference.

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I wonder if from this statement if you
were able to identify that this is

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Coca-Cola or could that be any
beverage company, for example.

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So you can see in both of these
statements of why do we do what we do,

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there's some ambiguity here.

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And the question that I want you
to think very carefully about,

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is are they specific
enough to guide employees,

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around our core purpose,
why do we do ultimately what we do.

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Let me give you a couple of
other examples from history.

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This is a statement that I took from
historical documents of the company

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back in around 1950.

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The statement was to change the worldwide
poor quality image of Japanese products.

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Now, the irony is today we think of
Japanese products as being of the utmost,

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the highest quality, but
in 1950 that was not the case.

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Any guesses on who this company is?

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Now, remember,
this is a for-profit company.

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A for-profit company with,
as part of its mission,

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as part of its purpose ultimately to
change the image of Japanese products,

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not just their products, but
the entire country's set of products,

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to change the worldwide poor
quality image of Japanese products.

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I'll pause.

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Take a minute.

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Take a guess.

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Any ideas on who this company is?

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That company is Sony.

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If we think about where Japan is in
the global landscape of business today,

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I would say Sony was pretty successful
in changing the worldwide poor

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quality image of Japanese products,
certainly not alone, but

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certainly a key player in that purpose.

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Let me share with you one more.

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To democratize the automobile.

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Now, we have to go really far back here.

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This is 1900, at a time

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when the automobile was only for
the elite, it was a luxury good.

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Clearly today that is not the case for
most people around the world.

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Which company is this?

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But, again, remember, this is a for-profit
company who has part of its purposes,

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part of its mission, articulated its
answer to the question why do we do

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what we do, and part of that answer
was to democratize the automobile.

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That company was ultimately Ford.

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And so what I'd like you to do now
is take a few minutes on your own,

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stop the lesson,
maybe take five or ten minutes and

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reflect on your team,
on the people that you manage.

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Maybe it's a team at work.

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Maybe it's a team in your community,
in your social life, a sport team,

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or in your social life even,
but a team that you're part of.

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And I want you to spend five or
ten minutes and see if,

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in a paragraph, you can clearly
articulate the answer to the question,

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why do we exist,
why do we do what we do as a team.

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Take a few minutes and do that exercise.