EFFECTIVE TEAMS REQUIRE EFFECTIVE, MUTUALLY
UNDERSTOOD TEAM PROCESSES AND THE SKILLS TO MAKE THEM WORK.
What do effective teams look like?
What can Oii do for you?
Without clear PURPOSE and PRINCIPLES you are like a leaking ship without a rudder... going no where but down.
Defining Purpose and
Principles – takes introspective thought.
PURPOSE is a clear and compelling reason for
existing that attracts people to support it as worthy of pursuit. Stop and think for a few minutes just what
that means..... something that is consistent with people's values, which means
something that is ethical, moral, ecologically sound, socially acceptable,
legal, etcetera.... Something that is
valid and needed by society..... something that your organisation accomplishing
would instill pride and satisfaction in those who helped it happen.
PURPOSE is NOT your "mission
statement." Mission is merely what
you do, who you do it for, and how you do it.....
PURPOSE is NOT your "vision
statement." Vision is just how big
and great you want to become with your "mission"
PURPOSE goes well beyond the normal level of
thinking about what you are doing. It is
rather like the personal philosophical question of "Why do I exist?"
but elevated to the organisational level. Once you have a meaningful Purpose,
then it is time to develop some PRINCIPLES by which to align and enable your
organisation's resources to fulfill the purpose.
PRINCIPLES are the values and ethics based
rules and guidelines by which the organisation will operate.
PRINCIPLES are the rudder and compass, that
helps keep people on course as they pursue the organisation
Purpose.
When you have both PURPOSE and PRINCIPLES
clearly defined, tell everyone you can that this is what you are about and how you are going to do it. The surprising thing that will happen, if you
are serious about this, is that it will free you from the micro- management,
top-down drudgery of having to control everything as employees become motivated
and self-managing in pursuit of the PURPOSE following the PRINCIPLES.