If we knew,
with absolute certainty,
that an enormous asteroid
would suddenly, and completely,
wipe out the existence of life on earth,
every inch of the planet, covered in dust and ash,
by Thursday of next week,
we’d make a relatively compelling case
as to why
Elon Musk (or maybe NASA) should immediately want to meet with you
or maybe bourbon.
while we still have time.
One, of the many goals that all leaders maintain, is to compel others toward better outcomes with excellent ideas and benevolent, inspiring action.
If we (as leaders) don’t feel that our message is being received, and acted upon, with the same fervor and determination that we know it ought to have, then it’s worth reconsidering the boundaries (or shackles) we’ve placed around our understanding of what compelling really is.
‘Compelling’ works. Every time.
It’s terrifying, and intimidating, and it makes us vulnerable, but a compelling message is absolutely effective.
It’s also damn near impossible to manufacture a truly compelling delivery if we don’t think that our message is, by far, the most important thing in the whole wide world. Often, it really is. These ideas ARE the most important thing, ever. Do or die.
How can he say that?
Two reasons: it’s because
(1) What else, that we can control, is?, and
(2) We’re all going to die soon (-ish), so, why the hell not make it compelling?