Jeff Brunson

A motive is proven in desire and intent. I often ask leaders, “What do you desire and intend for those you lead?” I’m continually fascinated when they answer this question without hesitation.

The quick response is representative of the very words in the question itself. Whether they’ve ever articulated it or not, they know their deepest desire for this role called leadership. And the reasons they do what they do flow from the fire of intention. The answers flow so quickly because of the excitement of the question. No one has ever asked!

Some might say that what I did with my question was very motivating – and I would not argue. What I would argue is that I did anything to motivate the leader. A good leader realizes that she is like a director of a play. The director doesn’t motivate his actors. He helps them find their motivation because he knows that he cannot play their part for them – nor would he ever want to.

It is the same for the leader. She desires no credit for the successful personal performance of the individual. However, she must find assurance, and validation, that her desire and intent were properly expressed, received, and appreciated.

In his book The Merlin Factor, Charles E. Smith draws a wonderful comparison of the organizational kingdom to the kingdom of King Arthur. He discusses Arthur as a prototype for the modern organizational leader who takes responsibility for an entire enterprise. Charlie engaged me and caused me to believe that we can “Arrive simultaneously at Glastonbury and Avalon, to build a city beyond that of business-as-usual drudgery into one with greater purpose and, almost certainly, greater profits.”

As I developed my own desire and intent, I came to feel the resulting power. I truly believe that sharing desire and intent is the birthplace of mutual trust. Sharing your desire and intent also enhances success in the area of integrity. It was in reading Charlie’s book that I began to realize how much integrity depended on consciousness. The more conscious I became of who I was, the more conscious I became of each individual under my leadership. It was then that the connections began to occur.

Becoming conscious of your desire and intent, your personal vision, is a very motivating thing. This conscious connection becomes a bright light allowing you to more deeply appreciate your personal purpose. You become a role model for the internally motivated. Those being impacted by what you desire and intend for them are being led to look inside and find their own motivation and connection to purpose. Consequently, desire and intent can become one of the leader’s most powerful tools of execution.

The internal connection to purpose creates personal accountability within us. When we set clear expectations around what we each desire and intend we learn the value of holding each other accountable. In their book Crucial Conversations, Patterson, Grenny, McMillan, and Switzler state, “By holding people accountable, not only do you increase their motivation and ability to deliver on promises, but you create a culture of integrity.”

Real leadership is less about motivation and more about inspiration; inspiration fueled by the fire of your personal intention.

Create motivating inspiration by:
1.      Knowing and sharing your Desire and Intent with those you lead
2.      Mutually setting clear and specific expectations in light of desire and intent
3.      Communicating regularly around those expectations and caring enough to hold others accountable to their commitments

Think of when you have experienced these things. Wasn’t it motivating?