Although inspiration shares some common themes with creativity, motivation, flow, and even awe, it is distinctly different in key ways. Traditional conceptions of inspiration overlap with other concepts we know are important, although inspiration is distinctive.
• Creativity—is the use of imagination or original ideas to create something; inventiveness.1 Creativity is one possible outcome when you are inspired, but there are many other outcomes of inspiration as well (e.g., increased energy, agility in thinking and acting, strategic thinking, motivation and engagement, alignment to purpose and work, meaning and satisfaction in relationships).
• Flow—is the mental state in which a person performing an activity is fully immersed in a feeling of energized focus, full involvement, and enjoyment in the activity. In essence, flow is characterized by complete absorption in what one is doing where there is a lost sense of time. In flow, one is fully consumed in the process of being challenged. One can feel inspired to do an activity that puts oneself in a state of flow, and being in a state of flow can help us sustain inspiration over time. But flow is something in and of itself.
• Motivation or drive—is the general desire or willingness of someone to do something. Motivation is an outcome of inspiration. These concepts are related but not the same. Many things besides inspiration can motivate us (consider fear or guilt), and inspiration has multiple other outcomes from it in addition to greater motivation or drive.
• Awe—is a feeling of reverential respect mixed with fear or wonder. Awe, like spirituality, reminds us just how small we are in relation to a larger sense of space or time. We often feel a sense of awe in the presence of natural wonders or when witnessing incredible feats of creativity or performance.2 Feelings of awe can lead to feelings of inspiration or be experienced alongside inspiration; however, awe itself is more passive. It is about taking in the experience around you. In contrast, inspiration drives you to new thinking or taking action in a new way.
• Engagement—is a term used in organizations that refers to the emotional commitment the employee has to the organization and its goals, or how much they care about their work and their company.3 Engagement can be an outcome of inspiration and is often used in the workplace to describe employees’ commitment and connection to their work. Employees who feel inspired will naturally be more engaged in their work. As with motivation, engagement has other sources than inspiration; inspiration has other outcomes.
• Morality—is a sense of decency, virtue, or rightness. We tend to focus on the positive side of inspiration—inspired to do good, to be good. But the combination of possibility and invincibility that comprise inspiration are not limited to virtuous acts. Morally reprehensible leaders may be inspired and inspirational, even toward indecent priorities. Inspiration should not be confused with goodness. However, our focus in this book will be on positive, righteous inspiration.
• Grit—is defined by researchers as a combination of passion and persistence applied toward longer term goals in life.4 A key aspect of it is the ability to persevere through difficult times and obstacles. The of engine of “overcoming obstacles” can ignite sparks of inspiration; however, the experience of inspiration itself is less about pushing through and more about capitalizing on the feelings of possibility and invincibility.
None of these concepts carries the distinct combination of possibility and invincibility that define positive, sustainable inspiration and that give it the power to transform us and move us to action.