Francis Wade | Being inspiring is hard

As a leader, you want to inspire people. As such, is there anything to learn from the upcoming election cycle here in Jamaica? Using the right lens, there may be.

It’s customary nowadays to be jaded about politics. The steady drop in voter turnout probably indicates a rise in cynicism regarding politicians and their messages. However, the challenge isn’t unique. Corporate executives also struggle to engage staff and customers.

Ideally, followers shouldn’t need to be bribed. Instead, as a leader you want to win over hearts and minds, so people willingly give extra discretionary time and effort.

That’s far easier said than done.

In fact, leaders routinely destroy followership. Without a clear road map, they drift off-course and don’t even notice it. You’ have probably seen this happen – where someone kills enthusiasm with a thoughtless action or remark.

Against this background and the impending election campaign, I came across a Facebook video from would-be PNP candidate Wavell Hinds. The former Test cricketer’s two-minute clip offers useful lessons in how to inspire others with a well-crafted future. Here’s how.

Unflinching truth-telling

The video starts by establishing the status quo: the stark decline of West Indies cricket. Once a source of regional pride, there are few fans left.

He highlights this failure while filming at Sabina Park, where he dreamed of playing as a child. He contrasts his ambition with that of today’s youths. They can’t “fall in love” with “cricket, lovely cricket” when they have “never seen it, never lived it.”

He declares: Jamaica has “given up on cricket”. And Sabina is filled with “silence, no noise, no matches, no drinks”. As an administrator, he mourns the departure of the Jamaica Tallawahs to Antigua.

It’s hard to argue with him.

But he is no casual critic. As a veteran of 45 Tests and a Champions Trophy winner, his experience earns our trust without him asking for it.

And perhaps more importantly, he argues that West Indies cricket was a vehicle for his personal, emotional dreams.

“Cricket,” he says, “was part of Jamaica’s sporting soul. And now? We’re leaving it to die.”

The blame

At the same time, this is also a political advertisement.

To set his party apart from the JLP, he questions the government’s commitment: “Like many other key areas of our country, they will cut a ribbon, shake a hand and smile for the camera.”

Well, yes, this is what politicians do.

“Where is the action once the lights and cameras are off?” he continues.

The statement and the question are not naïve, but they aren’t vitriolic. He resists the temptation to turn the message into one that’s focused on winners and losers. Of course, after election day 2025, there will be both. Obviously, Hinds wants to win.

But his message isn’t motivated by electoral victory. It’s bigger than that. He’s driven by a future return of West Indies cricket to global glory.

That is a big lesson for corporate leaders in competitive industries. In these head-to-head battles, it’s easy to get caught up in beating rivals.

Sometimes, organisations treat winning as if it’s everything.

But the truth is, very few customers and voters care who wins. In fact, if competition gets too fierce, many tune out. What are people interested in?

Consider the notion that there are probable futures like “West Indies Cricket 2040” which benefit everyone. Such visions get folks behind them from across the spectrum - party supporters and non-partisans alike.

This doesn’t mean that leaders must ignore the reality of competition. But they must transcend it.

Ambassador from the future

In fact, leaders must embody futures that serve the greater good. As such, these are the most important messages they can share. They must craft ways to convince others that they spent time in the future and are now returning to beckon us towards it.

Ideally, on their way back, they should also have seen that it’s possible. Yes, there are obstacles to be overcome, and innovations to bring to fruition, but they are able to still see credible solutions.

Their ambassadorial time-travel earns them the right to present a bold future, and the long-term strategy to achieve it.

So, as you reflect on how to inspire others, remember this: people don’t follow leaders because they outshine the political or business competition. They follow someone because they believe in a possibility greater than today’s problems. This person insists that tomorrow can be better – and shows how we might get there.

That’s the hard, often lonely work of being inspiring. But it’s also the most rewarding. Ask: what future will you champion as a leader?

Francis Wade is a management consultant and author of Perfect Time-Based Productivity. To search past columns on productivity, strategy and business processes, or give feedback, email: columns@fwconsulting.com