For those who haven’t watched it yet, Simon Sinek has a great Ted talk discussing How great leaders inspire action, and discusses the topics more in his book Start With Why. One of his core ideas is that too often, when introducing a new idea or program, leaders focus on what needs done, and how it needs to be completed, but forget to discuss the underlying reason why it is needed. Sinek uses the below diagram to show how communication should happen. He starts with the core purpose (why), before discussing strategies needed to implement it (how), and specific actions (what).
Looking at the above diagram made me realize there are a wide varieties of applications for this concept (and Sinek explores a number of them in his book). A key one to start out with is how we approach our career goals. Looking at our career we often focus on what we do, or need to do, and then to a limited degree, how we need to do it. This approach can miss getting to the heart of our individual purpose.
Once we understand what gives up this purpose, we can then look at strategies to get there and specific tasks that need done. This approach can change how we look at ourselves, helping us understand internal motivators, personal strengths, and where we can add value to the organization or society.
For an example, I’ve been thinking about this personally. I started with some of my strengths which lined up with items I enjoy doing and approaches I often use.
- I like innovation, thinking of new ways of solving problems.
- I put a high value on efficiency, understanding the end goal and then finding the best way to get there with the least amount of time and energy possible.
- I enjoy teaching and sharing ideas with others.
- I enjoy using analytics to understand where are the biggest issues, and the root causes for them.
- I enjoy applying project and change management concepts in finding the process to effectively implement change.
While this is a start to my journey for purpose, each of these activities are strategies. They aren’t my end goal.
My next step was to think about why I use them. What is the core goal I’m trying to accomplish? Why do I spend effort on them? And when I use these strategies, when do I go home thrilled with what I did, or lose hours lost in getting something done. With this approach, I was able to trace back to my own personal why. In my case – I love helping the organization and others by solving high impact problems (the higher the impact, the more fun it is). I love the feeling of going home at the end of the day, and knowing the world is a better place, that peoples’ lives are easier, and there is one less problem in the world because I helped solve it.
This exercise of core goals and the strategies I use, changed how I think about work. I love what I do. This process helped to understand why, where I add the most value, and what I’m going to have the most fun doing. It also changed how I view my career. While my experience may limit the roles I will best fill, my personal core goal and strategies help both me and my supervisor think differently about what I could grow into.
What it didn’t tell me is what I need to be doing. For that, I need to understand my company’s needs. I may love acting, and have great strategies to improve. But pursuing that goal could land me waiting tables in Hollywood (not my highest personal goal at the moment).
As an employee, I need to look at the needs of the organization I’m with. I can start with asking for the most pressing needs. However, over time, I should be proactive in thinking about how my strengths, how they can help the organization in its strategic goals, roles I might be interested in, and gaps I need to fill. I can then work with my supervisor to create an overall strategy of making sure I’m finding the “Sweet Spot” below, and the best way I’ll have of filling it.