Sometimes in a larger organization, the mid-level management team can get caught up in the tactical day-to-day work, losing site of their larger purpose. By not seeing the forest from the tress, they don’t think about (or emphasize) the strategic value they bring to the larger organization.
During a recent offsite, I worked with a team to identify their strengths and limitations, and how they are perceived (their buzz). Knowing this information is key to discovering the value they were adding, along with how they want to be perceived in the larger organization (not just to their peers).
When meetings and workloads focus on handling the pressing issues of the day, putting out fires and maintaining the daily output, you need to take a step back and ask “what is my core purpose”? When you do this, you look to the bigger picture of your role in the organization.
By changing your thought process and asking “what is my/our core purpose” or “what critical contribution do I/we make”, you will create a powerful agenda and add strategic value in the organization.
Exploring core purpose is about asking WHY you exist. Core purpose provides clarity around roles, objectives, goals and strategic initiatives. Once you find your core purpose, you can’t help but have a new level of commitment to the organization, and a greater sense of job satisfaction.
I’m amazed at how critical meetings and the simplest elements for group communication continues to stymie the organizations that I work with.
I recently spent a day with a client’s leadership team. The following day, we added the next level of management below them to the meeting.
Initially the CEO asked me, “can you bring in the middle managers and facilitate a meaningful conversation among us? There are half a dozen issues on which we’re not aligned, where we have conflict, and where we don’t communicate”.
We ended having an effective day, had a number of good conversations and solved several key issues.
In doing so, we identified the 5 things that an organization must do to be more effective:
- Leaders must become strong facilitators.
- A Leader must create a thoughtful agenda that includes critical conversations with outcomes.
- Teams must gain an appreciation for conflict and passionate debate.
- Team members must develop trust and be authentic with each other.
- Discussions need to come to a close with problems solved and decisions supported by all.
Leaders and organizations can and must learn how to do these things in order to scale and achieve outstanding results.
Great teams happen when individuals come together to accomplish a common purpose. Authentic teamwork takes a set of learned skills, commitment, trust, a shared sense of purpose, accountability, and a dedication to results on the part of all team members – all of which can only be developed with effort over time.
Corporate efficiency is directly impacted by how inspired and motivated employees are across the workforce. Jeff Dorman speaks to effective approaches and opportunities for team building and creating buy-in and commitment among production workers.
Jeff Dorman: Creating Buy-in and Commitment Among Production Workers from JDA International on Vimeo.