PE sponsors and CEOs often define their "vision" as a revenue or EBITDA target. This is an output metric, not an inspiring vision. High-performing CEOs create a compelling narrative about the business's value proposition and purpose that motivates employees and resonates with customers. Financial success is the result of executing this vision.

People are more motivated by fighting a negative societal trend than by hitting financial targets. Framing your company's work as a "resistance" movement—like fighting loneliness in a digital world—creates a powerful, unifying rally cry for your team.

Instead of a generic mission statement, define purpose by writing a detailed "future story." By vividly imagining your life in five years—who you're with, your impact, your daily routine—you create tangible motivation and clarity. This "backcasting" technique is a powerful and free tool for goal-setting.

With only 12% of product teams finding profit-centric goals rewarding, leaders must reframe work. By connecting business outcomes to the emotional, human progress customers are trying to make, leaders can inspire teams far more effectively than with revenue targets alone.

A compelling narrative isn't just about what you do (external). It requires a personal "why" (emotional) and a steel-manned refutation of the dominant worldview (philosophical). This internal work galvanizes teams and resonates with customers.

Instead of relying solely on one-on-one meetings for alignment, PMs should craft a compelling vision. This vision motivates engineers by showing how even small, tactical tasks contribute to a larger, exciting goal. It drives alignment, clarity, and motivation more effectively than just a roadmap.

The founder's motivation for leaving a stable corporate career is a clear, personal vision: sitting in a rocking chair at his plant store when he's old. This tangible, lifestyle-oriented goal provides a powerful 'why' that transcends financial metrics and justifies entrepreneurial risk.

People often conflate mission and purpose. A mission is a tangible, often quantifiable goal (e.g., "impact 100 million lives"). The purpose is the deeper, emotional reason why that mission matters (e.g., "because I know what it's like to suffer"). Distinguishing between the two provides greater clarity and a powerful motivational anchor.

You cannot directly instill passion in your team. Passion emerges from a genuine belief that a goal is both attainable and worthwhile. As with Roger Bannister breaking the 4-minute mile, a leader's job is to first build that foundational belief through evidence, stories, and a clear plan. Only then can authentic passion ignite.