Direction is everything. Any goal, big or small, personal or organizational, driven by a tangible and meaningful purpose is far more likely to succeed. We recognize this in ourselves and in the performance of the people we lead.
Why, Why, Why…
Too many of us overlook the powerful tool that purpose can be when we convey our objectives. In many cases, a “deliverable” takes the stead of a statement of purpose, and it is a poor replacement indeed.
For example, consider a company building a new, more spacious office. Asked why, the generic and lackluster answer could be “To give our employees more space.” While that is, of course, a valid outcome of the project, it does not address the real “Why,” the actual purpose. An excellent way to uncover that essential purpose is to apply Japanese automobile manufacturer Toyota’s 5 Whys Method.
For example, in a typical business office the first answer of “To give our employees more space” receives a “Why?” The answer then may be “Because it improves concentration and lowers stress.” The next answer could be “To make for happier and more productive employees,” and then “Because we have a duty towards our employees and happier and more productive employees lead to better company performance.”
How much better is that last answer compared to the first? Which would inspire both management and team members to believe in the company and go beyond the bare minimum? That is the power of purpose.
Avoiding Distractions
Every project has to be financially feasible before it is given the green light. The shortcoming of this approach is that an assessment of the factors used to gauge that feasibility can often be subjective. Ask someone who believes in a project to justify its financial merits and they will pick the criteria that most strongly support their view. An individual not as invested in the idea may adduce less optimistic values and arrive at a different conclusion. Neither is easily provable as wrong.
On the other hand, a strong, egalitarian purpose will rarely have to run the gauntlet of naysayers. It carries the weight of selflessness, a factor that attracts support. A project that appeals to the passions and desires of your team will inspire them not just to perform personally but also to become advocates for it. In this case, it makes sense to align the purpose of the organization to the higher purpose behind the project. Your team consists of individuals who were attracted to the company at least in part to the core mission that drives it. A parallel purpose simply taps into that enthusiasm and motivation, giving them the drive they need to believe that the work they do has meaning.
As a business leader, it is important to seek a higher purpose and to encourage those around you to do the same. If you aren’t sure how to begin this process, please contact me to discuss further.
