1. Leading and Motivating a Team Effectively

2. Sense of purpose What are the following; Mission Values Vision
What is the purpose of the three?
Siemens – Research Activity

3. Sense of purpose What do you think we mean by Sense of Purpose?
An organisation’s shared sense of purpose is its identity and ‘the golden thread’ to which its strategy should be aligned.

4. What creates a strong sense of shared purpose?
An invigorating organisational purpose
Effective leadership
A compelling vision and strategy
A meaningful employee voice in decisions
Effective performance management
Common practices
From our review of the literature and our recent analysis of our Employee Outlook survey (May 2009) data, we have found six factors that drive a strong sense of shared purpose inside organisations.
An invigorating organisational purpose At the root of any organisation there needs to be a statement of purpose, which typically describes the principal beneficiary group and the nature of the benefit being provided. All decisions, including strategy, should flow from this purpose (Basu 1999).
Our Employee Outlook survey has shown that in a business context, four types of purpose are common (although they are not mutually exclusive): 1 making the most profits for investors and owners (49%) 2 balancing the needs of all stakeholders (25%) 3 creating most value for customers (20%) 4 giving the most benefit to society (6%). The research literature shows that people want to have a purpose beyond making money. A purpose of maximising shareholder value leads to employee disenchantment and a lack of loyalty and commitment. In contrast, purposes that are about creating a better world for customers, stakeholders or society as a whole seem to lead to the strongest sense of shared purpose. An invigorating purpose conveys something distinctive that is both uplifting and deliverable (Bains et al 2007). However, the statistics above show that most employees (49%) from our Employee Outlook survey believe the core purpose of their organisation is to make the most profits for investors and owners.
Effective leadership
Formulating, defending and bringing to life the common purpose are central leadership functions (Burns 1978). Deciding when to refresh the purpose is a crucial judgement call. Effective leaders actively develop shared purpose across the organisation and mobilise people’s energy – this can be heightened through crafted language use and storytelling. Gratton (2004) has described leaders as ‘architects of shared purpose’.
A compelling vision and strategy
Leaders draw people into a shared sense of purpose by creating a distinctive, well-crafted and compelling vision of the organisation’s future. An organisation’s purpose should be at the heart of its vision and strategy. Both vision and strategy need to be grounded in clear goals to be achieved and employees need to understand how their roles contribute to delivering those goals. Communicating and celebrating progress towards the achievement of the goals is necessary in maintaining the shared sense of purpose.
A meaningful employee voice in decisions
Our Employee Outlook survey (May 2009) data shows that organisations have a significantly stronger sense of shared purpose when senior managers consult employees on key issues and when employees feel that they have opportunities to be involved in decisions that affect them.
Effective performance management
A shared sense of purpose is strengthened when employees understand what is expected of them, receive clear performance feedback, coaching on the job from their boss and have regular discussions about their training and development needs.
Common practices
In the research literature there is evidence that common practices, such as the adoption of a shared approach to quality, can enable a shared sense of purpose across the organisation, which breaks down functional and physical boundaries. Adopting the Investors in People (IiP) standard is an example of practices that impact in this way.

5. Goals, Objectives, Strategy and Tactics
What is a Goal?  A goal is defined as a broad aim toward which your efforts are directed. It’s a “what,” not a “how.”  In other words, it tells you where you are going rather than how you will get there.  Typically, goals are broad statements, a business might have multiple goals to achieve.
Normally there is no measurement in the definition of a goal and only gives you the general direction of the company.
…and then there’s objectives…

6. Goals, Objectives, Strategy and Tactics
What is an Objective? Objectives are closely tied to goals.  And the two terms are often used interchangeably—but goals and objectives are different. , business objectives are a subset of business goals. An objective is a specific and measureable milestone that must be achieved in order to reach a goal. It actually quantifies the thoughts and sets a target so that the strategy can be planned around it.
In other words, objectives are measurable steps an organisation takes to achieve its goals.
…now what about strategies...

7. Goals, Objectives, Strategy and Tactics
What is a Strategy? A strategy is a plan of action designed to achieve an objective.  Strategies tell you how you’re going to get there, the overall direction you are going to take.
…and finally, tactics…

8. Goals, Objectives, Strategy and Tactics
What is a Tactic? Tactics are what you do, tactics are actions or tools an organisation takes to achieve the objectives associated to a strategy.
To make the best use of these concepts and advance your organisation's capabilities. Ensure that all tactics align to strategies, and all strategies take into account the tactics.
Don’t forget that goals, objectives, strategies and tactics are dependent to each other and work in tandem.

9. Siemens Activity -Review the current Strategic/Operational Plan
What are the organisations Goals, Objectives, Strategies and tactics?

10. Communication
What is communication?

11. What is communication?
Communication is the transferring and understanding of meanings
Activity – Shannon and Weaver

12. The Communication Process
Shannon and Weaver Model
Encoding
Channel
Decoding
Message
Message
Sender
Receiver
Noise
Feedback

13. Communication Barriers
At each stage in the process encoding, transference, and decoding there is the possibility of interference which may hinder the communication process.
This interference is known as noise.
Noise can take a variety of forms.

14. Your Communication
How effectively do you communicate? Brefi Corporate Feedback questionnaire
How effective are you in communicating the vision and mission, values to your team?

15. Tuckman -Stages of Team Development
Adjourning
Group disperses / completion of task
Performing
Begin to share common commitment and purpose
Team is “buzzing”
Norming
Voice differences, jockeying for position
Storming
Tuckman, B. & Jensen, N. (1977)
Forming
Get together, introductions involved - “ritual sniffing”

16. Leaders and Tuckman What does a Leader need to do at each stage?
Forming
Storming
Norming
Preforming
Adjourning/Mourning