When “selling” your dreams for your team via a vision the Wild Horse could cause the sale to go sour before it has even been put on the table effectively.
This could happen at any of the following stages: Formulation, Presentation, Execution and Culturation – Ownership
During the Formulation of the Vision that the leader is birthing from a dream about the future the Wild Horse theory is impacting the leader and setting up an option to grow within the followers. Firstly the leader might think that the followers would resist and therefore keeps this process to him/herself while preparing for any resistance that might come.
In this process the leaders focus tends to be on all the resistance that there might be from the followers and unbeknown to the leader an underlying aggression develops. The fight for the Vision to be accepted has started and that is exactly where things are starting to wrong. As soon as the vision becomes something we fight about it will never be willingly assimilated into the culture of the organisation. This will result in the vision failing to unite the team as it should. Visions that are acknowledged by the team can only be uniting or dividing. If the team buy’s into and becomes part of the drive towards a vision it is an amazing unification process in a greater cause. When the team resists the vision though it tend to divide the team and generates friction and disempowerment in its wake.
The leader should resist that wild horse thought that says the team will only resist and get them involved as much as possible to shape the vision in a VISION CASTING session. Within this session the team will join the leader in the dreaming process of what could be achieved. When facilitated effectively this session would also result in team members seeing the greater meaning of their existence causing them to become more engaged. With a team that is engaged the leader just needs to confirm their efforts toward the vision and refocus their drives. This in comparison to the above is much easier.
It can be compared to pulling a rope and trying to push it. If you pull the rope to a destination you will always reach it easily. When pushing that rope to the same destination it is close to impossible. With an engaged team the leader pulls them with ease towards the common goal.