A man was struggling to get his washing machine through the front door of his home as his neighbor was walking past. The neighbor, being a good neighbor, stopped and asked if he could help. The man breathed a sigh of relief and said, “That would be great. I’ll get it from the inside and you get it from the outside. We should be able to handle this quickly.” But after five minutes of continual struggle, they were both exhausted. Wiping the sweat from his brow, the neighbor said, “This thing is bigger than it looks. I don’t know if we’ll ever be able to get it into your house.” “Into my house? I’m trying to get this thing out of my house!” Few things are more vital than clear communication, particularly for leaders. The great Italian conductor Arturo Toscanini was notoriously bad at being able to communicate what he wanted to his musicians. His fits of frustration at his own lack of communication skills were legendary. After trying several times to convey something very particular to a trumpet player, he threw up his hands and shouted, “God tells me how the music should sound, but you stand in the way!” On another occasion, during a rehearsal of Debussy’s La Mer, he found himself yet again at a loss for words to describe the effect he hoped to achieve from a particular passage. He thought for a moment, then took a silk handkerchief from his pocket and tossed it high in the air. The mesmerized musicians watched its slow and graceful descent through the air. “There,” said the maestro, “play it like that.”1 It is one thing to have vision, but without clear communication, vision will never become reality. Until others have understood the vision well enough to articulate it themselves, they cannot be expected to pursue it with passion. Leonard Sweet wisely reminds us, “It’s not people who are right who change the world. It’s people who can communicate their definition of right to others who change the world.”2