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Premise
We have been conditioned to believe that inspiration is a mantle we must put on, a performance we must give to drive our teams toward excellence.
We treat “being inspirational” as a line item on a professional development plan.
But here lies the paradox – the moment we set out with the ego-driven goal of becoming an inspirational leader, we have already failed.
To seek to be inspirational as a personal badge of honor is a self-centered pursuit.
True inspiration is never the starting point; it is the quiet, powerful byproduct of specific behaviors.
To move others, we must first move out of our own way. It requires a fundamental shift in perspective, a journey from “Me” to “You” to “Us.”
1. To Inspire Others, We Must First Be Inspired
Inspiration operates like energy—it is strictly contagious. One cannot radiate what one does not possess. As Matt Church, founder of the Thought Leaders Business School, aptly notes: “In order for us to be inspirational, we need to be inspired.”
This is not merely a feel-good sentiment; it is a technical requirement of leadership. Understanding the dual nature of this state is key. We can be inspired by something or someone or we can be inspired to do something, taking decisive action toward a goal.
To maintain this reservoir, we must be a disciplined curator of our environment.
We tend to become the average of the five people we spend the most time with. If we find our own spark fading, lets look at our inner circle.
Seek out those who fuel our purpose. Purpose is the fuel that keeps us inspired by those around us, allowing us to remain resilient enough to lead others.
2. The Subtle Power of “Presence” Over Being “Present”
In our modern, hyper-distracted workplace, we often mistake physical attendance for leadership. There is a critical, subtle distinction between merely being present and exhibiting “presence.”
Being present is the baseline. It is the act of physically occupying a seat in a boardroom or being present on a Zoom call.
Showing presence, however, is an act of total partnership. It is the rhythmic alignment of your thoughts, feelings, and attention with the person or team we are with.
It is a state of being completely in sync, where the “present moment” becomes the only space where inspiration can actually occur. One cannot inspire someone in the past or the future; we can only do it here, now, through the weight of our focused attention.
3. Turning Aspirations to Reality
The first major pivot in this journey is the “Me to You” shift. True inspiration occurs when a leader stops focusing on their own benchmarks and starts obsessing over the aspirations of their team.
Inspiration isn’t just a feeling; it is the practical application of your influence to clear the path for someone else’s success. When we use our skills, networks, and influence to help a team member turn their aspiration to their lived reality, we are providing them with a functional toolset for greatness.
In those moments, when we have no other motive other than seeing them thrive, they feel seen, heard, and understood. Our success as a leader becomes the natural result of the success we facilitate for them.
4. Believe in Potential Before It Manifests
The most transformative leaders act as “spotters of greatness.” We must recognize that every individual carries a spark of potential, but high achievers are often their own most brutal critics. They are prone to self-sabotage and the heavy anchor of limiting beliefs.
Our role is to act as the psychological antidote to their self-doubt. We must see the potential even, and especially, when they cannot see it in themselves.
By identifying these internal barriers and relentlessly reiterating our belief in their abilities, we help manifest a reality that the individual previously thought impossible. We are not just managing a task; we are removing the limits of their identity.
5. Connect the Team to Something Bigger Than Themselves
The final evolution is the shift from “You” to “Us.” This is where leadership moves from individual mentorship to the creation of a collective soul.
When we believe in something bigger than ourselves, we move beyond individual metrics and into the realm of camaraderie and togetherness.
By creating a vision that is both challenging and deeply meaningful, we can foster an environment where people perform not just for a paycheck, but for each other.
This sense of “Us” eggs the team on to do better, be better.
It creates a powerful motivator – the desire not to let the team down.
When people feel they are part of a larger mission, they bring their full selves to the work. They stay inspired not by a speech, but by the collective heartbeat of the group.
Conclusion
Becoming an inspirational leader is a disciplined practice, not a personality trait. It is simple, but it is certainly not easy. It requires a relentless commitment to shifting our focus: from Me (our own image and interest), to You (the growth and aspirations of the individual), and finally to Us (the shared vision of the collective).
Inspiration should never be our primary objective. It is the byproduct of showing presence, practicing empathy, and genuinely wanting to help others achieve their goals. When we do the right thing for the people we lead, the “inspirational” label will follow naturally.
In your next meeting, will you be there to be seen, or will you be there to ensure your team feels seen and heard?
