5 Ways To Sell A Vision



Do you actually believe in what you’re doing? It’s purpose? The method? The results you are producing? Would you be willing to bet everything on the fact that if people would just get behind what you’re doing, actual positive change would occur? What are you doing exactly? Is it working? If you had to start over, would you do it different?

One rule could be, don’t do it unless you truly believe in it. This doesn’t mean that everything has to be original. If you are asked to do something or lead something, start by finding the true meaning in what you’re doing and build your vision from there.

People have a natural skill to sniff out what is fake. If you aren’t completely convinced that what you’re doing is necessary, worth while, and will produce results, then change it. Or, take the time to ask the questions necessary until you truly believe in what you’re doing.

Movements start with a conviction that cannot be shaken. Strengthen your conviction, this is the foundation of vision.


Too often a leader stands up, lays out a plan of action, and calls that vision. What we fail to realize is that people aren’t motivated by instruction; they are motivated by a need.

The ground work of a vision is in clearly understanding the problem that you’re trying to solve. Once you have an understanding of the problem and how dire it is, that’s what motivated you to bring a solution in the first place. Too often we skip this process in selling a vision to others.

You need to bring people through the grueling experience of seeing a desperate need in all it’s bleakness. What broke your heart and caused you to do something? People need to feel what you felt which caused you to act.

Speaking vision is vividly painting the picture of the problem at hand, then inviting people to be a part of the solution. If you miss this beginning step of the process, no one will be as motivated as you are.



People want to be a part of seeing potential realized. The idea of “what could be” is much more motivating than the idea of “what we will do”. When you speak to the potential of what could happen, it allows people to dream themselves into the movement that you are starting.

Don’t start by laying out rigid plans and boxes for people to fit into. That comes later. Let the idea of “what could be” resonate in people. When you speak in those terms you activate the creativity in people. When you speak in terms of “what we will do” it simply leaves people with the decision of whether or not they want to do what you say.

In the beginning stages you want everyone to dream with you.

Invite people to see the future, dream with you, then let the dream take shape in the form of action plans as people come along that process with you.


Too often in church we are so timid to ask people to do things. We make the commitment level as low as possible and try not to be an inconvenience. What message does that send? It says what we’re doing is not worth that much sacrifice.

Something that does not require sacrifice must not be that important. Think of sports teams, academics, any field that strives for greatness, it demands sacrifice. Why then would we be concerned with lowering the bar when it comes to what God wants to do through His church?

People have this desire for the potential to be called out from within them. If you say it won’t require much, you’re also saying there’s not much potential in you. Be someone who demands that people step up to the plate. It’s in them. They want to step up. They just need a leader to place a standard that requires them to do so.



This may be the greatest mistake we make as leaders. We think people get it once we have said it. What you don’t realize is that while you are thinking about it constantly and refreshing the vision in your mind daily, most others are not doing this. They need someone to refresh them, to renew the vivid picture of why we are doing what we are doing.

“Vision leaks” is a common term that is absolutely true. Since the last time you communicated the vision, there is count down clock that is rapidly headed towards zero. To reset the clock, you have to communicate again. The clock never stops ticking downward, so you must reset the clock every chance you get to keep the vision within people.

If you have a hard time getting people to do things, it’s likely because you’re working with a team of people with their clocks set at zero.

It’s time to recharge, reset, and re-clarify.

This job never stops. Resetting the clock is on you. So do it as often as you can.




Grant Pankratz


Senior Pastor

Church of the Harvest | Youth America