There is nothing like a worthwhile purpose to bring together and motivate a party of workers. You can see this plainly in the voluntary sector. This is where people are motivated by ‘the cause’. You can use the same basic principle to motivate the employees in your business.
Voluntary staff have a strong sense of purpose that motivates them. It might be caring for sick pets, fund-raising for the children in poverty, running citizen advice companies or providing some other important service.
The first point about clarity is it needs to be clear to you. In case you are hazy about just what purpose you are communicating uan login, it is going to appear vague to your audience.
The purpose needs to be clear so that it really motivates you – for communicating the reason plainly you need to walk the talk. If you are inconsistent here, the falsity will stand out a mile and your message will be lost.
In the event the purpose is buried heavy within the organizational culture, standards, process and administration, tease it out and polish it before posting it with your employees. When the purpose has never yet been articulated, now is the time to formulate it.
Be inclusive and make the purpose one where all of your people take an active part. Plus crucially, each individual needs to know their role in serving the purpose.
A new co-operative purpose is in complete contrast to the case of the acquisitive leader who effectively claims ‘I am doing this and all sorts of you are proceeding to support me while I do it’.
If the purpose is bland, doldrums or boring, its mindset value will be nil. Your work is to convey a purpose that energises and inspires your people. When you communicate this purpose, check for feedback. Keep in mind that the meaning of any communication is the response you get, so if the feedback shows that the purpose is not yet compelling enough, you can revise it.
Let’s see all this in action in a real history from the school actively playing field. The football team had recently gained a fresh coach. Before then their competition success had recently been limited but now the team felt they had flipped the corner. They had reached the semi-finals of the county championship.
Yet their spirits took a nosedive when they found they had been drawn against the best team in the league – a team with a season’s unbroken record of wins. Yet the trainer took it in his stride and gathered all the players for an inspirational talk. He advised them that he considered they could win. Plus that was what he or she wanted them to do. The purpose was clear.
He or she continued to say that although the opposing team was formidable, the strength in his team was the way they played with each other. He would run extra training sessions before the big day and he wanted everyone to give 100% in the run up to the fixture. The objective was co-operative.
Around the evening before the game, the coach gave each player a letter. Each page was specific to the person and he thanked them for their participation so much. Crucially he went on to summarise precisely the role he wanted the ball player to take in the match. He finished by asking the ball player to imagine what winning would be like. The purpose was compelling.
It turned out to be a tough match. The advantage first thrown one of the ways then back to the other. Nevertheless the team with the more robust sense of purpose eventually earned 3-2. The losing manager could not quite consider it but he congratulated the coach on the outstanding performance. You can gamble this was passed on during the activities in the dressing room!
Back in the place of work, you are ‘the coach’. You can make a genuine difference by helping your employees find a useful purpose. When you do so, their degrees of inspiration will be transformed.