Comments on: Leadership: The Value of Shared Purpose

By: Bret L. Simmons

Bret L. Simmons — Fri, 11 Dec 2009 00:22:54 +0000

Welcome, Mariska! You are so correct that political types are usually driven by self-interest and not purpose. In my experience, there are a lot of the folks like the ones you describe in our organizations. We can only control our behavior so we have to choose a different path. Thanks for sharing! Bret

By: Mariska

Mariska — Thu, 10 Dec 2009 19:55:28 +0000

If your organization consists of political leaders (I use that term lightly)—change to purposeful behavior is of no interest to them, as they thrive on exclusion, hierarchy, and share information on a ‘need-to-know’ basis—generally divulged after-the-fact. Their ‘purpose’ consists of fulfilling their personal agenda—at all costs.

By: Bret L. Simmons

Bret L. Simmons — Fri, 13 Nov 2009 13:00:14 +0000

Ok, got it. Thanks for the clarification! Bret

By: Miki Saxon

Miki Saxon — Fri, 13 Nov 2009 07:44:19 +0000

Hey, I got the comment email.

To clarify, what I meant was that if you look at a social network diagram of a company the positional leaders are rarely the people that others turn to first. Those who believe otherwise probably also believe that pigs can fly.

I hope this is clearer.

By: Bret L. Simmons

Bret L. Simmons — Fri, 13 Nov 2009 07:32:01 +0000

Let me see what I can do about the comments – thanks for making me aware. As for the rest of your comment, sorry, I don’t get it! Thanks,
Bret

By: Miki Saxon

Miki Saxon — Fri, 13 Nov 2009 07:10:16 +0000

But Bret, you know that it is the positional leader who shows as the go-to person on any social network, sure as you know that Santa will bring you that new, giant flat screen you have our eye on and pigs can fly.

(BTW, it would be really nice if there was a way to subscribe to comments to know when a new one was posted, preferably not RSS. As an official dinosaur I like mine by email:)

By: Bret L. Simmons

Bret L. Simmons — Thu, 12 Nov 2009 21:56:34 +0000

Welcome, Miki! Thanks for pointing me to both those sources. I would encourage others to take a look as well. The problem with these statements is that leaders and the consultants they hire to help them develop the statements will look at each other, pat themselves on the back, and bask in the glow of their profound wisdom. But when it gets in the hands of employees, when leaders are not listening or looking, what they say to each other is…. Bullshit!

That’s why the process is more important than the product.

Thanks!!

Bret

By: Miki Saxon

Miki Saxon — Thu, 12 Nov 2009 20:44:40 +0000

Hi Bret, excellent post, although I don’t agree with you regarding a CORRECTLY written cultural mission statement like the one you’ll see here, http://www.leadershipturn.com/what-leaders-do-visions-of-culture-dance-in-their-heads/. A cultural mission statement is the embodiment of values and purpose; it’s also no longer than one page and preferably less.

Another reason to involve everybody is to make sure that people are on the same page, since the same word has different meanings to different people. A Harvard article several years ago (http://hbswk.hbs.edu/item/5229.html) highlighted just how much trouble that can cause.

(I’m sorry I don’t hear well enough to enjoy the video.)

By: Bret L. Simmons

Bret L. Simmons — Thu, 12 Nov 2009 19:06:09 +0000

There is no easy, cookie-cutter answer to your question, Tanveer, which is exactly why the answer will be so meaningful and valuable. The process of getting the purpose will be as important as the final product. I think leadership should struggle with that question and not opt for the easy spoon fed consultant route. They and their employees will be better off for it. Thanks!! Bret

By: Tanveer Naseer

Tanveer Naseer — Thu, 12 Nov 2009 17:37:45 +0000

I agree with Nitin, this is a great post, Bret. In fact, I would even say that your comments about the value of purpose over mission statements, corporate values and such is a light bulb moment, if not a forehead-slapping one.

Of course, I can see for many organizations the hurdle they see in their way is having to go to their team, their employees and ask them to help shape this purpose-statement out of fear that it would imply a loss of control or authority.

I know you pointed out Bret that employers should sit down with their employees to work on this, instead of opting for one of those weekend retreats. I’d love to hear your thoughts on how to go from getting leadership to buy into the notion of bringing employees into identifying the purpose to actually implementing it. I think your insights on that would be of tremendous help in putting this idea into practice.

Thanks again for sharing this light bulb moment.