One of my Twitter followers shared a quote the other day by Napoleon Bonaparte that says, “Leaders are dealers in hope.” It even had a nice picture with it. I thought quite a bit on that quote and I have to respectfully disagree. Leaders are actually not dealers in hope at all.
Hope can be defined as wishful thinking. A feeling or an expectation of a desired outcome. Though the idea sounds good, it can be quite dangerous to give someone hope when there is no data to back it up. It can also be a hinderance when you hope someone gets something done and then they don’t do it.
Hope involves too many what ifs. You wouldn’t lead your team with what ifs, would you? I wouldn’t.
Risk is similar to hope. It’s an uncertainty, but risk can typically be measured. Hope is not measurable.
“Hope is not a sustainable strategy.” – S. Chris Edmonds, The Culture Engine
We can’t create a strategy with hope as our driving fuel. We don’t have the time, resources, or manpower to take chances on such outcomes. Putting your strategy on hope is foolish and a gamble. Leaders do not gamble outcomes nor do they gamble their team’s future. People are too valuable for wishful thinking or planning.
“Make the goal expectations specific, measurable and trackable.” – S. Chris Edmonds, The Culture Engine
Leaders do, however deal with goal expectations that are specific, measurable and trackable for the positive growth of their team, organization and culture. Don’t give your team a false sense of outcomes. We need to give them clear visions(goals). If you gave someone hope and that hope didn’t play out like you expected, what would that do to the trust they have in you? Give people visions(goals) that are reachable and realistic in order to help them be better, do better and know better. At least that way, if things fail, the path is trackable to know where things went wrong.