purpose comes as a result of allowing others to influence in meaningful ways, not
simply through directing, informing, or sharing information.
B. If you have a mandated statement of purpose from senior management, work with
your group to develop a deeper understanding of this purpose and how it might be
modified, if necessary. (Be prepared to explain to senior management why this
modification is important.)
C. If a purpose statement is not yet prepared, work with your group to develop one.
This statement may evolve over a number of meetings. Ask the group to suggest a
draft purpose statement. You might start by brainstorming words and phrases.
Discuss suggestions and changes. The time to seek closure is when the purpose
statement provides clarityto guide action.Copyright McGraw-Hill 2000. Original purchasers of this book are permitted to photocopy or customize this worksheet by downloading it from
http://www.books.mcgraw-hill.com/training/download.The document can then be opened, edited, and printed using Microsoft Word or other word processing
software.
RELATED LEADERSHIP TOOLS
1.3 Leadership 1.6 Boards of Play 2.7 Goal Statements
1.5 Seven Habits 2.3 Directional Statements 10.7 Getting Participation
FOR FURTHER ASSISTANCE
Jones, John. “Criteria for Effective Goal Setting: The SPIRO Model.”In William Pfeiffer and John Jones, eds. The 1972
Annual Handbook for Group Facilitators.University Associates, 1972. 132–133.
Jones, Patricia, and Larry Kahaner. Say It and Live It: The 50 Corporate Mission Statements That Hit the Mark.
Doubleday, 1995.
SECTION 2 TOOLS FORBIG-PICTURETHINKING 61
Jot down the key steps you will need to take to ensure that your workgroup has a purpose statement that everyone can
commit to aligning with and implementing.