A little exercise I sometimes do with senior teams: I ask each person to write down what they see as the team\u2019s top three priorities \u2013 and then we compare notes.\u00a0It\u2019s a great exercise because (a) it brings people into a reflective space and (b) it shows just how clear (or not) the team is about what it needs to achieve.\u00a0It\u2019s a road into many interesting conversations: How are we spending our time? Who are we talking to?\u00a0And what are we talking about?<\/p>\n
The team can quickly see whether it is on the same page or all over the shop (or, more likely, somewhere between the two).\u00a0And the discussion mostly leads the team into a dialogue about team purpose \u2013 what are we put on this planet to do?\u00a0If this team did not exist, what would not get done?*<\/p>\n
Few teams spend time agreeing their purpose which means that there are often unspoken assumptions and a lack of cohesion.\u00a0This expresses itself in a myriad of ways – people not participating, not challenging, not engaged.\u00a0Decisions not implemented, thing taking longer than they should, resentments building up, alliances being formed.\u00a0Politics.<\/p>\n
Very often it expresses itself in the team working \u2018one level down\u2019 \u2013 doing the work of the middle management team who, in turn do the work of the front line managers\u2026<\/p>\n
Clarity around shared purpose settles the team.\u00a0And a settled team is not a smug, complacent team; it\u2019s a team that is clear about \u2018the ask\u2019 \u2013 everybody on the same page about what stakeholders want, need and expect.\u00a0And clarity about purpose feeds into rigorous, honest discussions about priorities, goals, actions.\u00a0Creating a vision and an energy that settles and nourishes the rest of the organisation.<\/p>\n