Exercises
Healthy Organizations know why they exist. They identify their driving Purpose and understand the important role they play in the bigger picture of their organization. This allows team members to feel more engaged and reveals the significant role they play in helping the organization fulfill its vision.
Purpose Statements create Clarity around delivering the right products or services to the right people in the right ways. Use the steps below to help identify a Purpose Statement for your Organization.
Function
The most important thing that your team does, delivers, or creates.
_______
Stakeholders
The key groups of people impacted by your team’s work.
_______
Impact
The outcome or result you generate for stakeholders.
_______
Patrick Lencioni, in his book “The Advantage” identifies purpose as follows. “An organization’s core purpose -- why it exists —has to be completely idealistic. I can’t reiterate this point enough. Employees in every organization, and at every level, need to know that at the heart of what they do lies something grand and aspirational. They’re well aware that ultimately it will boil down to tangible, tactical activities.
Two companies that are in the same industry will often have different reasons for existing. That makes sense. However, it’s also interesting to understand that two companies in completely different industries can share the same purpose. For instance, both a hospital and a masseuse could very well exist to alleviate pain and suffering in the world.”
Your Organization’s Purpose Statement
_______
More than ever before, teams must leverage everyone's ideas and talents to combat the constant disruption in our world—and teams feel better equipped to do this when working in psychologically safe environments. Psychological Safety allows individuals to feel comfortable showcasing their strengths and to speak up about what they need to thrive. This gives team members the comfort to share out-of-the- box ideas and creative solutions more often. (Edmondson, Amy, Psychological Safety, Trust, and Learning in Organizations)
To help evaluate your team’s current levels of Psychological Safety complete Amy Edmonson’s Psychological Safety survey. This is best discussed in a facilitated Organizational Health Workshop. The survey should be administered anonymously as part of the prework for the workshop. Amy Edmonson is an organizational behavioral scientist who introduced the concept of Psychological Safety in 1999. Here you can see the questions you answered to evaluate your team’s levels of Psychological Safety.
- If you make a mistake on this team, it is often held against you.
- Members of this team are able to bring up problems and tough issues
- People on this team sometimes reject others for being different.
- It is safe to take a risk on this team.
- It is difficult to ask other members of this team for help.
- No one on this team would deliberately act in a way that undermines my efforts.
- Working with members of this team, my unique skills and talents are valued and utilized.
To execute with confidence, healthy teams create Clarity from the inside out. They work to gain an understanding of who they are, the tasks they have and should be working on, as well as how these two pieces come together. Clarity allows teams to work, collaborate, and make decisions with greater focus and intention.
One way to begin creating Clarity around your team’s tasks and initiatives is by discussing the four functions of a team. Creating Clarity around which area your team operates in allows you to identify the tasks you are working on at a high level and to see if these initiatives are helping fulfill the team’s larger Purpose and objectives.
Below are the four functions of a team. Choose 5 descriptions that reflect the mode you believe the team is working in.
| Implementing o Getting things done with a sense of urgency o Emphasizing implementation o Solving practical problems o Focusing on immediate tasks o Prioritizing doing over thinking o Operating in a reactive mode o Focusing on quick, tangible results |
Analyzing o Analyzing and working with processes o Emphasizing stability and risk mitigation o Solving process problems o Focusing on past methods o Prioritizing consistency over flexibility o Operating in a cautious mode o Focusing on measurable, repeatable results |
| Communicating o Communicating and working with people o Emphasizing competition o Solving people problems o Focusing on people o Prioritizing flexibility over consistency o Operating in a competitive mode o Focusing on financial incentives |
Ideating o Brainstorming and working with ideas o Emphasizing innovation o Solving strategic problems o Focusing on the future vision o Prioritizing thinking over doing o Operating in a proactive mode o Focusing on long-term results |
Given your purpose and mission, is this where you and your team should be spending your time? Is most of YOUR time spent doing what motivates you or you’re good at? What about the rest of your team?
Position Title:________
Reports to: _______
- Why does the position exist in the context of what the organization’s Purpose, what it values, and what it does?
Key Accountabilities
- Planning and Execution
- Detail bullet points of what the accountability entails.
Key Competencies and Requirements
- SKILL-BASED COMPETENCIES:
Clearly identified technical skills necessary to properly execute this position. As specific as possible in description and level. If possible some proof level by test or demonstration. - BEHAVIOR BASED COMPETENCIES:
What behavioral competencies are necessary to fill this position. These should be clearly stated and reflect company values and vision. How competency is measured should be identified where possible. - QUALIFICATIONS:
Education, business experience, life experience. Defined as clearly and completely as possible. Include must have and nice to have. - PHYSICAL REQUIREMENTS:
Travel and physical exertion.
● Project Completion Rate – Percentage of projects delivered on time and within scope.
● Client Satisfaction & Retention – Positive client feedback and continued engagement.
● Process Efficiency – Measurable improvements in revenue operations and workflow
optimization.
● Collaboration Impact – Effectiveness in supporting the RevOps Account Strategist in
achieving client goals.
GWC™ (Gets It, Wants It, Capacity to Do It)
- Gets It – Strong understanding of processes, systems), and client project execution.
- Wants It – Passionate about client success, process optimization, and seamless project execution.
- Capacity to Do It – Proven ability to manage multiple client projects, communicate effectively, and drive operations success.
Core Values Alignment
- Bullet point descriptions of organization core values with description
- Client Success: Prioritizes exceptional client service and project execution.
Expected Outcomes
- What do you expect this position to create, change, innovate over 3-5 years.
Standards of Measurement (S.M.A.R.T. GOALS)
- What are the goals against which this position will be measured and compensated, expressed in Specific, Measurable, Attainable, Relevant and Time Bound format.
Organization Structure
- Other positions reporting to the same leader
- Positions reporting to this job.
Personal Learning and Things We Find Interesting
Communication in the workplace is essential, but it’s far from a one-size-fits-all approach.
Effective communication is less about speaking to be heard and more about speaking to be
understood. Sometimes that means adjusting how you say something, choosing the right
tone, timing, or even medium, so that your words do more than just reach people—they
connect with them. When we flex to meet others' styles, collaboration, clarity, and trust grow stronger.
1. Myth: "Introverts don’t like to communicate."
Birkman Truth: Individuals whose Usual Behavior trends toward the Blue and Yellow quadrants of the Birkman Map often prefer depth over breadth and one-on-one or small group interaction when communicating. Their style is more reflective and focused — not less communicative. While they may not seek the social stimulation of large group settings (typical of Green Usual Behavior), they still value meaningful dialogue, especially when communication honors their Need for personal
connection or really getting into the details.
2. Myth: "The best communicators are extroverted."
Birkman Truth: Communication effectiveness is not defined by sociability alone. While people with Green Usual Behavior may enjoy social engagement, impactful communication stems from self- awareness and the ability to flex. High-performing communicators know their natural style and they adapt to meet the Needs and preferences of others across the Birkman Map.
3. Myth: "Saying more means communicating better."
Birkman Truth: The volume of words doesn’t determine clarity or connection. Those with Needs in the Red or Yellow quadrants may prefer concise or fact-based messages — bullet points over storytelling. Conversely, individuals with Needs on the right side of the Map (Blue/Green) often seek personalized, relational communication. Effective communicators consider not only what they want to say but how the receiver processes information and defines value.
4. Myth: "If I’m clear, others will naturally understand."
Birkman Truth: Clarity is subjective. Communication is filtered through the lens of each person’s Usual Behavior, Needs, and Interests. For example, someone with high Insistence Needs may require more detail and structure to feel confident, while another with low Insistence may become overwhelmed by
the same. Being clear requires understanding how the listener defines clarity — not just how the speaker delivers it.
5. Myth: "Assertiveness guarantees influence."
Birkman Truth: Assertiveness (a high Usual Behavior score in the Assertiveness Component) may enable individuals to speak up easily, but influence is more nuanced. People with lower Assertiveness may use a suggestive, agreeable communication style — and still be deeply influential through trust, empathy, and strategic timing. Influence is enhanced not by forcefulness alone, but by honoring the social contract of one’s Needs and adapting one’s style to build psychological safety and connection.
Boomers – "The Accountability A-Team"
- Bring deep experience and paper calendars that still get the job done.
- Loyal, hardworking, and allergic to job hopping.
- Prefer a phone call to a text or dm (especially during dinner).
- Known for saying, “We tried that in ’93...” and meaning it.
- Thrive on clarity, structure, and follow-through.
- Show up early, stay until the job is done, and will fix the printer without being asked.
- A living archive of lessons learned (and they’re happy to share, just ask…or don’t).
Gen X – "The Pragmatic Glue"
- Born skeptical, raised on mixtapes, and fluent in sarcasm.
- Balances leadership and lone-wolf energy like it’s a second job.
- Values results over noise, and trust over check-ins.
- Often the calm in the chaos, just don’t micromanage them.
- Bridging Boomers and Millennials like pros (and referees).
- Never ask them to “just vibe,” they have spreadsheets.
- Low drama, high delivery. The quiet MVPs of the workplace.
Millennials – "The Purpose Pursuers"
- Will work hard if it means something, and also if there’s cold brew.
- Feedback-friendly, collaboration-craving, mission-minded.
- Fluent in emoji, empathy, and agile workflows.
- Want access, not hierarchy. And please, no fax machines.
- They’ll ask why until the purpose is crystal clear.
- Thrive in cultures that value wellness, flexibility, and growth.
- They’re not entitled, they’re just not pretending anymore.
Gen Z – "The Authentic Instigators"
- Diverse, digital, and done with “business as usual.”
- Want autonomy, inclusion, and a side hustle or two.
- Say what they mean, and mean what they say.
- Will challenge assumptions, systems, and your font choice.
- Seek honest leaders, real conversations, and meaningful change.
- Don’t just think outside the box, they live outside it.
- Stretch your thinking, and your workplace playlists.