Strategies for Cultivating a Shared Purpose

Strategies for Cultivating a Shared Purpose

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On April 14, 1970, when an oxygen-tank on Apollo 13 exploded during the third crewed mission to the Moon, it appeared that the three-member crew was doomed. Hearing the dreaded words, “Houston, we’ve had a problem,” NASA knew that it had to abort the mission and find a way of bringing the three astronauts back 200,000 miles to Earth immediately. Individuals, teams, and groups came together, poured over data, ideated on blackboards, restrooms, and over water coolers, to come up with solutions to address a serious problem, tried to implement them, failed—and tried again until they succeeded. For two days, the goal of saving the three astronauts’ lives became everyone’s purpose.[i]

The aim of applying the shared purpose strategy is to align the needs of the leader and their team members. The more agreement, the more chance the teams’ behavior will accord with their leader’s vision. Using this strategy means making sure that everyone is on the same page. A clear purpose gives people sufficient confidence to apply their independent judgment to accomplish the goal.

We consider four practices to promote a shared purpose in my presentation on Friday 16 July. But here is one: modelling the way.

Modelling the way is one of five leadership practices popularized by Jim Kouzes and Barry Posner in their book, The Five Practices of Exemplary Leadership.[ii] The practices are model the way, inspire a shared vision, challenge the process, enable others to act, and encourage the heart. By modelling the way, the leader’s actions are setting an example for team members to follow. In short, the leader is leading by example. Though all five practices are relevant for a leader to practice, I’ll focus on modelling the way and how it’s relevant to cultivating a shared purpose.

What a leader says—but, more importantly, what they do—sets the standard for others to follow. In times of change and uncertainty—which is most of the time—a leader’s example paves the way forward. Chaos reigns in times of transformation. People can easily lose sight of the bigger picture. Leaders signal their priorities by the actions they take. People notice. A strong leader removes barriers, overcomes obstacles, and minimizes red tape in times of turmoil. The transformational leader, staying true to their purpose, shows others what needs to be done. Though their modelling, people know what’s expected of them and how they can contribute.

What are the other strategies for cultivating a shared purpose? paradox?

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Join me on July 16 at 10am AEST for 30-minutes on a special broadcast (free-of-charge): Strategies for Cultivating a Shared Purpose

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Dr Tim Baker is a thought leader in leadership development and performance management, best selling author, and international consultant. having consulted across 21 industries over 18 years, Tim has discovered what makes people tick. To find out more, go to WINNERS-at-WORK Pty Ltd.


[i] Nayer, V. (2014). A shared purpose drives collaboration. Harvard Business Review, 2 April.

[ii] Kouzes, J.M. & Posner, B.Z. (2011). The five practices of exemplary leadership (2nd ed.). San Francisco: Wiley.



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