It’s interesting how often I am called into lead a conversation about work plans, roles and responsibilities or team building and when I dig deeper, the issue that emerges is clarity of purpose, or more specifically the need to define purpose. A group is struggling because purpose is not clear. Humans need purpose. Without clear purpose it is difficult to achieve focus, it’s hard to set direction and even more difficult to realize results.
What does it look like when it’s missing? What happens when its discovered?
Group 1: Help us with a work plan
A cross functional group of leaders was tasked with a project. The team had put a good deal of energy into defining terms of reference which included the model for how they would manage themselves, make decisions and hold themselves accountable. Their deadline for producing a work plan was approaching and they could not see a path to that outcome.
As I listened to the client share their journey, share concerns about timelines and mention personalities (everyone mentions personalities). They were going in circles. They couldn’t get agreement on what needed to happen and in what order things should happen. There were competing views around what was important.
I finally asked the question, “Is there a shared understanding of the group’s purpose? Do you know why you exist?” The client stopped and after a short pause, said No. We really don’t.
I proposed a 2 hour purpose discussion where we talked about the needed outcomes, the problems to solve, the ‘solution’ that the organization would buy from them, and the improvements that would happen as a result of the initiative. When we got to the end of the discussion, the group had coalesced around a shared understanding of their purpose.
There was great relief and a whole lot of clarity in the room after that discussion. With purpose, it was much easier to determine what the work plan needed to be.
We refined their purpose at a subsequent meeting and then dug into the elements of a project charter including defining “Who”, “Won” and “Done”. At the end of five 90 minute meetings , we had defined Purpose, Who, Won, Done, Risks, Dependencies, and the Work Plan.
Group 2: Help us decide on our focus for the next year
A sales organization wanted to define their key focus areas for the next fiscal year. The organization had experienced a trifecta of change in the previous two years: rapid, wide spread economic downturn, dramatic changes in senior leadership, layoffs due to downsizing. The group was not going to hit their sales targets this year and they were very real about the importance of turning that situation around.
In my discussions with the client, we talked about culture, the change in market conditions, the evolution of technology and the impacts. We talked about leadership and personalities and long term loyalties and competing interests and market positioning. And then my client realized that what he really wanted for his group was focus. I asked the question, “What is the core purpose of this group?” “Do you know why you exist?”
Again, the answer was “I think we’ve lost sight of it given all the change and upheaval in our organization”.
We took a day and started by looking backwards at their history and then forward to identify their needed purpose. Once defined, this group realized that their purpose statement was the missing link that bridged their past and their desired future state. They defined their purpose in a way that was true to their history and culture yet strongly grounded in their market realities.
We continued the planning process by discussing barriers and identifying the focus strategies that would help them realize their purpose. The group is integrating their focus strategies into their account planning and is holding themselves accountable for change.
Group 3: Help me win hearts and minds
A procurement organization is engaged in a transformational change that affects their roles, expectations and responsibilities. Workloads seem overwhelming. The status quo is no longer, there is pressure to change, and their future state a function of yet to be complete initiatives. They were caught between the no longer and the not yet.
Thirty-five people gathered for a day to review status of major transformational initiatives and the leader felt strongly that he needed to “engage hearts and minds” so that this group could embrace and weather the challenges of this significant transformation.
In our discussions, I asked him how much involvement the group had in defining the future state. Did the group have a uniform understanding of their intended state? Could they articulate it? The leader agreed that so much was happening so fast that this hadn’t been done yet.
I led the group through a half day workshop that defined their purpose, their Why? We answered the question of why this group was important to the organization. Why did they exist? What was missing without them? The group arrived at its purpose and felt such a strong commitment to it that they decided that we should hold a subsequent session to enrol the entire group of 55 people in the purpose statement.
Group 4: Help me with my resume
An individual contacted me asking for help with their resume. They needed to update it; they felt they were on the edge of a career event. After some discussion with the client, and the explanation that I was a facilitator, not a resume writer and asked “Do you need to discovery your story? or write a resume?” We embarked on a the discovery.
The client did an individual brainstorm and we worked together to find the patterns and the insight. At the end of the workshop, the client was able to articulate her personal purpose and value statement in a compelling and authentic manner.
I find the purpose discussion with individuals particularly interesting because it unearths a series of unconnected but very present ideas. The end result is deeply satisfying for an individual.
Humans crave purpose. Groups are comprised of humans.
Groups need purpose.
Purpose creates context for defining problems and articulating solutions. Purpose matters!