Purpose is not what, it’s why
"If you tell people where (why) to go, but not how to get there, you'll be amazed at the results." George S. Patton
Telling people what you want them to do is important. Telling them why you want them to do it is essential. I find many leaders miss this when crafting and delivering their intent to others. “Jack, I’d like you to install cameras in the warehouse entrance and loading dock.” Jack, the dutiful employee will indeed take on this task but if he fails to understand why, he may not meet your intent.
I discovered early in my leadership tenure that people are complex, yet intelligent beings. They are not simple task-takers. I also discovered getting them to do as I envision to the standard I desire can be challenging. It is challenging not because they lack the ability or intelligence to get done what I need done, but because it is hard for me to convey my true intent in words without micromanaging them.
I don’t have time to micromanage, nor do I desire to. Walking a person through the details and steps of a task is not a good use of my time as a leader. There are exceptions such as a new employee, but my position calls for me to be doing other things such as strategic communications and oversight of big programs and teams to name a few. This leadership approach was instilled into me as a combat leader. I was schooled at crafting intent. It is where I spent my time – thinking about and writing the most clear and impactful words and sentences for my people to understand. I’ve blogged on this topic before, yet I witness too many leaders get it wrong. Their error happens right at the beginning with Purpose.
Intent consists of Purpose, Key Tasks, and End State. For intent to be fully understood and implemented, it must contain those elements. Purpose is the why of the task. Key Tasks are those steps or sub-tasks essential for task success. End State (most important) is where a leader describes how he or she envisions task success – what it looks like, smells like, feels like etc. when complete. Crafting intent is not easy. We are drawn toward spelling things out for our people. When I coach a leader to craft their intent behind something they want completed, I ask them to fill in the intent blanks for me. Many mistake purpose for what instead of why.
“Asha, give me your intent for Jack. Start with the purpose.” Asha may speed to the what and miss the why. She may repeat what she wants Jack to do then move to Key Tasks and End State. Most leaders do not intend to skip the why, but they do in their haste to get Jack moving on what they need done. Our brains are wired that way – what before why so we need to retrain them.
For this task, if Jack is only equipped with the what, other employees may misunderstand the purpose of the cameras. Assumptions may form that the boss does not trust her employees and wants to ‘catch them in the act.’ Rumors may start to circulate and poison workplace climate and culture. Believe me it happens just like this in the modern workplace.
Asha’s true intent may be to protect her people. She may only desire to study workplace safety to prevent further injury. Therefore, giving Jack the why, especially for this task is important. “Jack, I’d like you to install cameras in the warehouse entrance and loading dock. Here is my intent. The purpose behind this task is to increase workplace safety. I’m concerned for the wellbeing of our teammates; therefore, I’d like the ability to examine how people operate in the warehouse. These cameras are not a “gotcha!” They are solely an effort to care for our people. It is important that you and anyone who sees you installing these cameras knows that.”
Asha can then describe the rest of her intent and give Jack the autonomy to accomplish the task. For a task such as this, it would be important for Asha to send a message to the entire company describing her intent – the why behind the task. Cameras can and will be seen as surveillance systems especially if pointed at the people internal to the organization.
Give them a big dose of why every time you give them a task. Your people deserve this. The 'Jacks' of your company will get behind a why more than a what and accomplish what you truly desire. Purpose is why, it’s not what.
Make it Personal!
Rob
Rob Campbell