There’s a moment every ambitious team hits: things are going well on the outside, but inside, something’s wobbling. You’re ticking off milestones, but nobody’s smiling. You’re hitting targets, but somehow feel more like a spreadsheet than a human being. Sound familiar?
That’s usually when the Visionary Conversation is missing.
Let me back up.
Every team needs to know where it’s going—of course. That’s basic. But real leadership isn’t just about setting a goal and hoping everyone runs in the same direction. It’s about how you talk about the goal, how you frame it, and how you guide people not only to achieve it, but to grow in the process—and understand why the work matters in the first place.
That’s the Visionary Conversation.
It’s the conversation that says: “Yes, we want to build something great—but let’s also talk about who we’re becoming, and why the world needs what we’re building.”
Sounds fluffy? It’s not. Let me explain.
The Three Questions That Change the Game
Most goal-setting is about doing. But great leadership digs into three better questions:
- Who are we becoming?
- What kind of team are we being while we do the work?
- Why does this matter beyond us?
These questions change everything.
The first focuses on growth. Not just what’s on your CV, but who you are under pressure. Are you becoming more patient? Sharper with your thinking? Better at bouncing back when things don’t go your way?
The second focuses on character. Are you the kind of team that supports each other when things go sideways? Or do you throw each other under the metaphorical bus the moment a deadline is missed?
The third question? That’s about purpose. What’s the bigger picture? How is your work impacting customers, clients, users—or your local community? Are you just launching a product, or are you making someone’s life easier, safer, happier?
Without these questions, teams can hit goals but feel like strangers. Or worse—like competitors on a group project.
The Founder Who Forgot the Point
I once worked with a founder who had more vision than a telescope. Every week, there was a new goal. A new target. A new slide deck. The team? Exhausted. Not because they didn’t care. They just didn’t know which way was up—or why they were running in the first place.
We hit pause. And we had a Visionary Conversation.
We asked: What really matters? What values can’t we compromise on? What kind of change do we want to make in the world? What should people feel after engaging with our work?
We wrote down three things:
- Learn fast
- Own your work
- Have each other’s backs
And one more:
- Make something that actually helps people
It wasn’t a TED Talk. It was a sticky-note moment in a draughty meeting room. But something shifted. The team got aligned. The energy returned. People remembered they were part of something worth caring about. Productivity didn’t just go up—it actually started to feel good.
So, How Do You Do It?
Here’s how to run a great Visionary Conversation:
1. Talk About Growth
Ask people: What’s going to stretch you this quarter? What do you want to get better at—not just for the team, but for yourself?
This changes the energy from “get it done” to “grow while doing it.”
2. Define the Kind of Team You Want to Be
Do you want to be bold and creative? Calm and dependable? Do you value fast feedback or quiet reflection? Decide together.
There’s no right answer. But there has to be an answer.
3. Clarify the Purpose
What’s the point of all this? Who benefits? Be specific. “To make the world better” is too vague. “To reduce admin time for GPs so they can see more patients” is something people can get behind.
Talk about how your work will make life better—for your clients, your company, your community, or the next team that picks up where you left off.
4. Keep the Conversation Going
This isn’t a one-off. Come back to it. When the pressure ramps up or something goes wrong, return to the vision. Ask if you’re still aligned. If not—no blame, just a course correction.
5. Live It Out Loud
Leaders set the tone. If you say you value calm but panic under pressure, your team will too. If you say you care about making an impact but only reward speed and output, people will notice.
Walk the talk—even when it’s hard. Especially then.
Why This Works
Teams that understand the why behind their work—and the who behind their goals—last longer. They bounce back faster. They feel like they’re part of something, not just working on something.
Most people don’t burn out because they’re doing too much. They burn out because they’re doing too much without meaning. A Visionary Conversation brings the meaning back—and links it to real people, real outcomes, and a real sense of contribution.
What This Looks Like in the Real World
Sarah was part of a busy marketing team. They were smashing targets but constantly bickering. One day, she asked a simple question in their Monday stand-up: “Do we still like working here?”
Cue silence.
That led to a one-hour team talk where they set three values they wanted to live by: curiosity, clarity, and kindness. But they didn’t stop there. They also defined who they were trying to help and how they’d know it was working: “We want small charities to feel seen, understood, and supported.”
The next month? Fewer passive-aggressive emails. More creative ideas. Deadlines still got met, but with less drama. Why? Because they started caring about how they worked—and why their work mattered.
This entire concept is straight out of Winning The Game—a book that’s not about chasing success with a furrowed brow, but about setting your goals, leading your team, and enjoying the process without losing your mind.
It’s packed with tools, real-world stories, and the kind of structure that makes your brain go, “Finally! Something that actually makes sense.”
It won’t give you empty hype. It will give you clarity, control, and a way to win that actually feels like winning.
So if you’re ready to lead in a way that builds results, resilience, and real impact—on your team and beyond—pick it up.
Because leadership isn’t just about where you’re going. It’s about why it matters, who you’re becoming on the way, and who benefits from the journey.