Selling Stage towards achieving Shared Vision: A Persuasive Approach

In my previous blog, I discussed the Telling stage of shared vision development. Today, I want to explore the Selling stage, where leaders actively promote the vision and seek to persuade others of its merits.

The Selling stage is a more interactive approach than the Telling stage, as it involves engaging with stakeholders and addressing their concerns. However, it can still be somewhat top-down, as the ultimate decision-making authority rests with the leader.

I've witnessed the Selling stage firsthand in various organizations. One example that comes to mind is when a senior manager proposed a new project to the team. Rather than simply announcing the project, the manager took the time to explain the rationale behind it, highlight the potential benefits, and address any concerns or questions. I remember the team being quite fond of the leadership style of involving them, as previously they were always facing telling by the leader.

Another instance occurred when a team leader was trying to introduce a new process. The leader presented the proposed changes in a compelling manner, emphasizing the efficiency gains and improved quality that would result. He also invited feedback and suggestions from the team members.

While the Selling stage can be effective in gaining buy-in for a vision, it is important to recognize its limitations. A purely persuasive approach may not be sufficient to address deep-rooted resistance or to create a truly shared sense of ownership.

To foster a more collaborative and inclusive approach, organizations should strive to move beyond the Selling stage and towards the Testing, Consulting, and Co-Creating stages. By involving employees at all levels in the vision development process, organizations can build trust, create a sense of ownership, and achieve greater success.

Yet leaders should know that if their style of communication has been telling for a very long time, then one cannot jump to co-creating, the organisation's leadership will gradually go through selling, testing, consulting and then co-creating. My experience from transition of one stage to the other, states that the people in the organisation are used to listening and following in the telling stage, would not adapt to someone asking them their opinion and might not understand the meaning of shared vision in the trust sense. The autonomy may make them feel too independent, leaving them with no clear sense of direction unless the leader takes charge again. Hence the transition should be gradually done.

In conclusion, the Selling stage is an important step in shared vision development, but it should not be the only approach. By combining persuasion with collaboration and participation, organizations can create a more sustainable and effective shared vision.