The Power of Purpose: How Team Purpose Transforms Performance

In this article of my "Team Psychology" series, we explore the profound impact of a shared team purpose—a fundamental yet often underestimated cornerstone of high-performing teams. Throughout my years facilitating team development, I've observed teams who have a clear shared purpose, also demonstrate exceptional commitment and collective success. This may sound like common sense, but it is also supported by multiple research studies that show having a team purpose is associated with higher levels of team performance.

Teams are defined by their purpose

A team is distinguished from other groups by its common purpose. However, I have seen when asking some teams to dedicate time to creating a purpose it can prompt a mix of reactions from team members, ranging from scepticism to curiosity:

• "What's the point of discussing or writing down our team purpose?"
• "Will this purpose end up like those company mission and vision statements that no one remembers?"
• "How is a team purpose different from our business mission?"

Now consider the following scenarios:

• You joined a sport team where no one is clear about the purpose of the game.
• What about a military team that doesn’t know why they are being deployed on mission.
• Or your manager at work asks you to complete a project without either of you knowing why it is important?

Would you feel inspired or committed in these situations? A clear purpose gives team members the motivational "why" for working together to achieve something meaningful.

The Anatomy of Team Purpose

Now look at the company mission statements (otherwise known as purpose) of giants like 谷歌 , 微软 , and Patagonia . Google's commitment to "organise the world's information and make it universally accessible and useful" is more than a slogan—it's the guiding principle behind every initiative. Similarly, Microsoft's aim to "Empower every person and every organisation on the planet to achieve more," or Patagonia’s mission to save our planet, shape not only their strategic decisions but also why people want to work for them.

Having a meaningful purpose means contributing to something larger than oneself. It involves contributing to something that matters to us and others.

This practical importance of team purpose was apparent when I facilitated team building for a senior management team who were struggling to collaborate and make decisions together. The underlying cause was not a lack of trust or respect for each other, but rather an absence of a shared purpose. While they had a business plan and goals, the team didn’t understand why those goals were important beyond a financial target. As I guided them through a purpose building process, they not only identified a shared team purpose but also became clearer how they needed to collaborate on decisions and projects. The team also revealed having a purpose inspired them to set more challenging team goals.

The Ripple Effects of a Shared Purpose

The benefits of a united team purpose are significant:

Enhanced Motivation and Engagement: Like bees to honey, team members are drawn to roles that resonate with a shared purpose, which is about being part of something bigger than just hitting sales targets or attending meetings. Consider teams in the military or not-for-profit organisations; their shared purpose isn’t merely a motivator—it's reason for them to persist when facing challenges.

Boosted Communication and Collaboration: A team purpose acts as a compass, guiding collaborative efforts, much like a well-oiled machine where every part plays a crucial role. When team members align under a shared purpose, it guides where to focus their attention and resources.

Sharper Decision-Making: Clarity in purpose cuts through the fog of daily operations, helping teams prioritise tasks and align their efforts towards goals.?A team purpose is like a GPS navigator, helping teams maintain focus on the issues, decisions and actions that matter. Teams with a purpose avoid wasting time in meetings or on activities that don’t support their purpose.

Building Your Team’s Purpose

When assisting teams to define their purpose, I start by asking:

"Why does your team exist within this organisation?"

"Why do your team tasks and projects matter?"

“Why do you want to be part of this team?”

Often, team members have varied answers, indicating a lack of unified purpose. Here are three steps to build a robust team purpose:

1. Collaborative Brainstorming: Engage each team member to share their view of the team’s purpose. It is like a musical jam session where every note played by an individual contributes to a harmonious melody.
2. Consensus Building: As a team, identify common themes that define the team’s purpose. This consultative process ensures each voice is heard, creating a purpose that everyone owns. This can take a few rounds of discussion, but a unified purpose will emerge. Ensure everyone has a say because all members need to feel ownership of and committed to the final team purpose.
3. Continuous Refinement: Regularly reviewing and refining the purpose, with broader organisational goals keeps it relevant. Seek feedback from within and outside the team, before accepting the final version. Ensure it accurately reflects the collective team ambition. I encourage teams to review their purpose at least twice a year to check it remains fit for the current environment.

Living and Breathing Your Team Purpose

Once defined, integrating the team’s purpose into daily operations is crucial. This can be done by:

• Regular Alignment Checks: Do regular check-ins with the team to ensure everyone is not just on board but also in sync with the team's purpose. It is like periodically checking your map on a long hike to ensure you’re on the right path.
• Purpose-Driven Decision Making: Use the team's purpose as a filter for making team decisions and avoiding distractions. It helps keep the team focused on what’s essential and prevents wasting time on unimportant issues.
• Celebration of Achievements: Recognising and celebrating actions and decisions of team members that support their purpose, boosts morale and reinforces commitment. It is like cheering for a runner crossing the finish line of an important race.

Purpose and Success

A shared team purpose is essential for any team aiming for meaningful outcomes and success. It is the psychological glue that binds the team, providing direction and motivation. As we continue to explore the dynamics of team psychology, remember that a well-defined purpose is your team’s “North Star”.

In my next Team Psychology article, I'll discuss how teams use their purpose to build goals and accountability. In the meantime, I invite you to reflect on how your team's purpose influences your work or to contact me if you're interested in building and leveraging a team purpose for success.

About the author

Dr Martin Boult – Psychologist and Director of Boult Executive Psychology

Email: [email protected]

Website: https://www.boultpsychology.com/

Martin is founder of Boult Executive Psychology and has worked as a psychologist, consultant, manager and researcher in the field of executive leadership and organisational psychology since 1998. He partners with leaders, teams and organisations to enhance their, leadership capabilities, team effectiveness and career progression. Executive leaders and Boards engage Martin to help them align their leadership, strategy and cultural norms to achieve business objectives. ?He delivers customised solutions for diverse organisations from finance, media, health, government, professional services, transport, scientific and technical sectors. Martin specialises in helping leaders build their interpersonal skills, address team dynamics, lead people with different personality styles, lead change initiatives, increase emotional resilience, facilitate conflict management, and prepare early-career managers for executive leadership. His work and experience regularly feature in the media and podcasts, including ABC Radio: This Working Life, Disrupt Radio, Association for Talent Development and HR Daily. He is an associate faculty member of executive education institutes in Australia and overseas where he facilitates in leadership and team performance programs. Martin is constantly seeking ways to improve the lives of his clients. By integrating his experience as a psychologist working with diverse country and business cultures, and through his ongoing research of evidence-based strategies to enhance leadership and workplace well-being.

Article References:

Mathieu, J., Maynard, M. T., Rapp, T., & Gilson, L. (2008). Team Effectiveness 1997-2007: A Review of Recent Advancements and a Glimpse Into the Future. Journal of Management, 34(3), 410-476. https://doi.org/10.1177/0149206308316061 of Management, 34(3), 410-476. https://doi.org/10.1177/0149206308316061