How Teams Work - Shared Purpose

This is the second of a series on successful teams.  As a higher level of trust on a team supports more effective interactions (See my April post), shared purpose strengthens team cohesion and collaboration.  When referring to the term “shared purpose”, I am not talking about a lofty vision. I am referring to the practical reason that binds all the endeavors and activities of the team members. The shared purpose describes what everyone on the team is trying to accomplish – the overarching, collective goal of all of the work they do.  Unlike a team charter, that defines the goals and boundaries (the “contract”) under which a project team will work, the shared purpose applies to all types of teams. The clearer everyone is on what they have in common, the more likely they are to work across boundaries and acknowledge interdependencies.
 
So often when I am working with a team who reports to senior executive, they act as separate entities with completely different goals. In many ways this is understandable. They have different functions, different expertise and roles in the organization. On a daily basis, their work may feel very different from that of their peers on the same team.  However, when I get to know them and their work, their areas of interdependence become much clearer.  And if they don’t acknowledge their interdependencies, they are often ignoring the collaborative efforts that would make them more efficient, effective and successful. Identifying and discussing shared purpose allows teams to stand above their inherent differences, disciplines and expertise and reminds them of their collective reason for existing.
 
How can you spot a lack of shared purpose on a team? There are some clear signs that a team is not aware of or leveraging their shared purpose:

• Inconsistent communication or different levels of transparency cascading from each manager. The most important result of this is that some teams feel they have the information they need to accomplish their work whereas other teams are left in the dark.

 

• Ongoing unresolved conflict between peers or on the teams that report to them.

 

• The boss is serving as a referee between her or his team too often or is too often the “deciding vote” because peers can’t compromise or resolve an issue at their level.

 

• The skip level teams withhold or delay sharing expertise or collaborating with their cross-boundary colleagues if they are not directly accountable for the goal.

 

• And most importantly, goals that require collaboration between cross-functional teams are more likely to be delayed or not accomplished.

 
In my experience working with hundreds of teams, when teams are clear on their shared purpose, their energy is focused on achievement vs. political jockeying or internal competition.  Creating shared purpose on a team requires reflection, preparation and time to stand above the day-to-day activity to discuss and agree. If done right, it is guaranteed to make your team more collaborative and successful.