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Deliver Inspiring and Motivating Strategy Speeches: 6 Tips for Leaders
Every leader recognizes the impact powerful strategy speeches can have. Whether you’re announcing a new direction or energizing your team for an ambitious goal, the right approach can spark genuine enthusiasm and commitment. Yet, only 29% of employees can recall their company strategy in a multiple choice test (Devinney, 2013). It turns out that most people simple don’t understand the strategy. Here are six tips to help you inspire and motivate with your next strategy speech.
1. Strategy Speeches Need a Powerful Vision
Begin your speech by painting a vivid picture of the future. Research by Harvard Business School professor John Kotter shows that leaders who communicate a clear and compelling vision are more likely to energize employees and drive change (Kotter, 1995). Describe the future in details, even including some strategies in the vision.
Example: “Imagine our company leading the market in sustainable packaging by 2030. We will partner with the leading technology companies. We will re-design our factories to recycle plastic intermediary waste. By 2030, we envision every product shipped will use 90% recycled, recyclable, or biodegradable materials.”
This kind of forward-looking statement can unite the team around a shared aspiration.
2. Connect Strategy to Purpose
People are motivated when they see how their work connects to something meaningful. A Harvard Business Review study found that employees are more engaged and productive when they understand how their role contributes to the company’s purpose (Deloitte, 2013).
Example: “Rather than spread our resources across five treatment delivery methods, this strategy focuses everyone on two delivery methods. By focusing, we will advance these medical technologies so our patients receive reliable treatment delivery and live longer happier lives.”
3. Make Your Strategy Speeches Memorable with Stories
Stories are powerful tools for inspiration. Neuroscience research reveals stories activate more areas of the brain than facts alone, making messages more memorable and emotionally resonant (Zak, 2014).
Example: “Let me give you an example of our regional transparency strategy. Last year, our team in Lausanne faced severe supply chain disruptions. But thanks to John Smith’s Shared Warehouse Visibility program, the regional leaders were able to see and access the products across the region. We not only met our deadlines but earned 3 major contract renewals. This is just one example of how regional transparency makes us more flexible and helps us grow!”
4. Demonstrate Authenticity and Vulnerability
Authentic leaders inspire trust and commitment. According to Leadership Quarterly, leaders who express vulnerability—acknowledging challenges and uncertainties—are perceived as more relatable and trustworthy (Avolio & Gardner, 2005).
Example: “Strategies are choices, which means we need to say ‘no’ to certain things and certain people. I won’t pretend this transition will be easy. I’ve struggled with turning away business opportunities myself. There will be difficult conversations, but together we’ll learn and adapt.”
5. Use Simple English in your Strategy Speeches
Avoid all corporate buzz words. Corporate buzzwords tend to be vague and overused, so their meaning is rarely clear. Simply talk about which customers we will sell to and which we won’t. Talk about which products we will make and how we will make them.
Example of buzz words to avoid: “We plan to pivot from our current strategy, moving down the value chain and thus increasing profits.”
Example of simple English: “Instead of selling to distributors, we plan to sell directly to retailers. This will be a big change affecting most of you. Sales will begin calling on retailers. We will increase advertising budgets. And, our infrastructure will change to enable smaller orders and direct sales. By selling to the retailers, we will get closer to our customers and their needs, our prices will go up, and so will our profits.”
6. End Strategy Speeches with a Clear Call to Action
Motivation is fuelled by direction. Research on goal-setting by psychologist Edwin Locke demonstrates that clear, challenging goals lead to higher performance (Locke & Latham, 2002).
Example: “Within the next 30 days, I’m asking each department to propose two initiatives that align with our strategic priorities. Let’s turn ideas into action and make measurable progress—starting today.”
In short, context is king. With tips, leaders can craft strategy speeches that paint a clear picture of the end state and how to get there. 😊
References
- Devinney, T. (2013). “When CEO’s talk strategy, is anyone listening?” Harvard Business Review.
- Kotter, J. P. (1995). “Leading change: Why transformation efforts fail.” Harvard Business Review.
- (2013). “Culture of Purpose Study.” Harvard Business Review.
- Zak, P. J. (2014). “Why inspiring stories make us react: The neuroscience of narrative.” Harvard Business Review.
- Avolio, B. J., & Gardner, W. L. (2005). “Authentic leadership development: Getting to the root of positive forms of leadership.” Leadership Quarterly, 16(3), 315-338.
- Locke, E. A., & Latham, G. P. (2002). “Building a practically useful theory of goal setting and task motivation.” American Psychologist, 57(9), 705-717.
Author
Kimberly VanLandingham is the founder, trainer, and strategist for European Market Link Sarl, including Presentation Training Switzerland. Specialising in international and technical leaders and teams, she facilitates live training courses in Switzerland, covering public speaking and other communication skills. Kimberly has over 12 year experience helping clients with communications, 20 years experience at the DuPont company, with degrees in engineering and communications.Comments are closed.
Kimberly VanLandingham is the founder, trainer, and strategist for European Market Link Sarl, including