I would suggest that most people don't see themselves as particularly inspirational. It's a word that we tend to associate with people like Nelson Mandela, Martin Luther King and Churchill.
We also all read articles such as this one about how Google and Apple create an inspiring and engaging workplace and how their people outperform like for like.The question arises how is this relevant to me? The truth is it is probably more relevant and indeed achievable that it appears.
I would suggest that one of Collingwood's main roles for clients is to make intimidating topics such as inspirational leadership and organisational change more simple for business leaders and HR professionals to achieve.
The first thing to remember is that we don't need to feel inspirational to inspire someone. Inspiration is after all a personal feeling, a feeling that stirs individuals into action that generate results. The last time you were inspired I'll bet you felt a bit excited or enthused and motivated to do something.
If we can attach purpose to actions and we can stir some enthusiasm in others then I would suggest that is inspiration.
“We’ve been taught that you’re either a General Patton and can inspire others or you’re not, but this is not true,” he says. “Inspirational leadership can be taught. Companies that recognize that and invest in making it happen create meaningful impact on the productivity of their company.”