I’ve always said that leadership is about going somewhere—and a big part of that is working with your people to create a clear purpose, values, and goals. This is a key element in the collaborative process we describe, using the acronym UNITE, in my latest book with my coauthors Jane Ripley and Eunice Parisi-Carew, Collaboration Begins with You: Be a Silo Buster.
As a reminder, UNITE represents the five elements every person must adopt if they want to create a culture of collaboration in their workplace: Utilize differences; Nurture safety and trust; Involve others in crafting a clear purpose, values, and goals; Talk openly; and Empower yourself and others. Today we will take a closer look at the importance of Involving others in the process of creating a clear purpose, values and goals. To clarify, a clear shared purpose galvanizes action, values guide behaviors, and goals focus energy.
It is the responsibility of the leader to ensure that the vision and direction are clear, but it is essential to get feedback from everyone when writing the purpose statement, operating values, and strategic goals. If these decisions are made by executives and imposed on the group in a top-down implementation, people won’t be wholly supportive. When everyone has input there is greater support and buy-in because each person has a stake in the outcome. Involving people in these decisions builds their commitment to the cause—whether it is at the corporate, department, or team level.
Once the purpose statement is created, team members need to agree on values and rank them in order of importance. This is a critical step because sometimes values can be in conflict with each other. For example, let’s say your values are integrity, relationships, success, and creativity, ranked in that order. Your team has come up with a very creative idea, but implementing it would be cost prohibitive and could put the company at financial risk. Since success is ranked before creativity, the project would be a no-go—that is, unless the team can be creative enough to develop a way to make the project a less expensive undertaking.
The last task is to agree upon three or four key goals that clearly state what is expected of the team. Some leaders make the mistake of thinking that when the purpose and values are clear, people will understand what they need to do. But that is a dangerous assumption to make. Don’t leave anything to chance. Clear goals are necessary to ensure everyone is moving in the same direction for the same reasons.
As a leader, how well do you think you involve others in crafting a clear purpose, values and goals? Ask yourself these questions.
- Is my team committed to a shared purpose?
- Do I know the purpose of our project and why it is important?
- Do I hold myself and others accountable for adhering to our values?
- Do I check decisions against our stated values?
- Do I hold myself and others accountable for project outcomes?
If you answered yes to most of these questions, you are probably a very collaborative leader. Use this checklist as a guide to make sure you are focused on continual improvement and keeping your team involved.