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Read the intro and #1 to prepare for this step.

You are now ready to visualize the future that will be created when you keep your promise. Since this is about the future and not about the present, your visualization will, by definition, not be true today. In fact your listener may even be skeptical, they may not be able to see how you can achieve your vision with your current capabilities. Your vision has to be worded to draw in the naysayers and convert them from skeptics to sponsors.

No one likes post-dated checks, therefore your visualization has to be compelling enough for the listener to wait for it to become a reality. The listener has to say, “Yes, I want that!” The vision has to inspire people to aspire for the vision. Ideally, the listener will want to participate in achieving the vision.

It is likely you will start with a vision, not a promise. There is nothing wrong with that, make sure you clarify your promise after you have drafted your vision statement. If you have a vision, your promise exists, you just need to tease it out and find the right words to express it.

(Thanks again to Kate for the insight)

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The previous post on “promise” had a straightforward message, “Know what you pledge, vow, and commit to your customers.” The rest of strategy is about figuring out how to keep that promise better than your competition, in a way that you can make money.

Recently, I had the good fortune of attending a keynote by Ken Schmidt. As he described the story of Harley Davidson, I realized that my previous post was boring and “functional” and my message was incomplete.

Can you make a promise that your customer will feel they are “cool” and you can make them look cool when they use your products or services? Can you promise your customers that they will feel fulfilled, and have a reason to love themselves even more?

This is not about promoting narcissism and making the world vain and self centered. It is about connecting with your customers as “people” and at an emotional level.

This sounded really crazy to me until I realized that so few companies do it well, and almost all leaders do it exceptionally well.