Purpose and Direction

00:00:14: Welcome to the reflection episode following the main episode called What on Earth is Purpose?

00:00:20: Before we dive into practice, I want you imagine something.

00:00:24: Think of a topic that could be talked about for hours!

00:00:28: Something your friends come up with because they know it will have an answer worth hearing.

00:00:34: Maybe sports, travel technology or French cuisine…I'm sure there's something.

00:00:40: Now how about doing a podcast?

00:00:43: Sounds interesting.

00:00:45: Okay, let me give you all the reasons why you shouldn't do it.

00:00:50: reason number one It's exposing your thoughts.

00:00:54: Your ideas and your voice will be heard by people who know you And others who don't.

00:01:00: You have limited visibility on whose sits in your audience sounds a bit scary right?

00:01:06: Number two recording and editing, finding guests if you want conversations to be part of it.

00:01:19: The third reason?

00:01:20: You need to invest more than just time.

00:01:23: Podcasting costs money equipment, editing software hosting fees.

00:01:29: number four most certainly no one outside your network will listen in the beginning.

00:01:34: It really takes time to grow.

00:01:36: And Reason Number five even If it grows and you build a real audience then numbers rarely add up.

00:01:43: Most podcasts never earn back what they cost to make, so by every rational measure don't do it.

00:01:51: Now let me ask you if that's the reality of return on investment?

00:01:56: How come?

00:01:56: there are millions of podcast out there and hundreds of thousands still publishing week after week.

00:02:03: Are these highly irrational people who just want a broadcast themselves?

00:02:07: Well I would say when it comes to just putting yourself There are many other opportunities that require far less effort.

00:02:16: I guess i just did a pretty good job of talking you out of it, right?

00:02:20: But maybe YOU're the listener who will say...I'll do it anyway!

00:02:24: Every reason I gave you is real – I knew ALL OF THEM before I recorded this first episode….

00:02:30: Why did I still DO

00:02:31: IT?!

00:02:31: Because I want to way we approach human work and lead people to

00:02:34: change!!

00:02:35: And even if podcasting isn't for you….

00:02:38: I'm sure there's things you give your time

00:02:40: too!!!

00:02:41: things you may even do for others without getting paid.

00:02:44: Most people seek work that goes beyond the transaction of time-for-pay, especially in the era of knowledge.

00:02:51: workers.

00:02:52: many say that meaningful work is a big part where their personal sense or purpose comes from.

00:02:57: whether we find it at work depends just as much on our job itself.

00:03:04: So today's first practice is to establish the line of sight that allows your team to find purpose in what they do.

00:03:12: To achieve this, two acts have come together.

00:03:15: The First Act is in Your Hands and called Sense Giving.

00:03:19: The Second is In The Hands Of People You Lead And you can only support it.

00:03:24: Let start with sense giving!

00:03:26: You Can Approach It With Following Three Steps.

00:03:29: First Take One Job Inside Your Team and answer the following three questions.

00:03:35: Why are we doing this?

00:03:37: Who, And what does work serve?

00:03:39: What's impact on business when it is done well or not?

00:03:44: The second step would be to have a conversation with people who do their job.

00:03:48: Let them answer these three questions aswell Then put your answers next there.

00:03:54: Tell people why you're doing that before asking If they feel like a test.

00:03:58: You'll get all of those answers and you'll have learned nothing.

00:04:02: This is meant to inform both of you.

00:04:04: We rarely share the same picture, what a job it's about or includes That?

00:04:09: why this kind of alignment isn't just one-and-done but continuous work.

00:04:14: The third step put people in contact with those benefitting from their work.

00:04:19: It can be customer or colleague.

00:04:21: Of course direct conversation isn't always possible But there are substitutes.

00:04:26: that works.

00:04:27: If you can't put people in contact with the beneficiary of their work, expose them to the result.

00:04:32: Customer feedback is just one example!

00:04:36: I'm going to illustrate a first step for recruiting coordinator role.

00:04:40: The main job is scheduling all recruiting interviews.

00:04:44: First question Why are we doing this?

00:04:46: Because a recruiting process only moves as fast as its coordination.

00:04:51: It requires multiple people come together so it needs to be coordinated and good candidates don't wait.

00:04:58: Second one, who-and what does it serve?

00:05:01: Candidates, recruiters & managers All of them served by a person doing this job well.

00:05:08: Swift handling helps recruiters and managers do their part to bring in the best talent.

00:05:13: And third question What's the impact on business?

00:05:16: The way its being handled impacts how candidates perceive company at early stage.

00:05:21: engagement.

00:05:22: A well coordinated process makes a positive first impression and keeps things moving fast.

00:05:28: A slow process costs the company access to best talent!

00:05:32: Now you can decide to manage such team with KPIs only, how fast they respond to candidates….

00:05:38: How many interviews are scheduled per day?

00:05:40: You can run full numbers game on them or build connection between their responsibility who what work serves and impact of business.

00:05:50: For people with the same responsibilities, it's tempting to do the answer mapping directly with their entire team.

00:05:56: I would still recommend doing this in one-on-ones first!

00:06:00: When you then expose your team to the beneficiaries of work – in that case the recruiters and managers… And show them candidate feedback... It gives visibility for the value they have.

00:06:12: Now as mentioned there are two acts coming together.

00:06:15: The second is not YOUR responsibility.

00:06:17: Sense making sits within your team but you can support it by knowing what people care about.

00:06:23: What they make of it and how far they take, depends on the connection that you build with them.

00:06:28: Personal meaning is a strong drive for motivation.

00:06:32: It looks different from one person to next And we often have more than one source.

00:06:37: If money's the only thing drawing someone into role That's fragile!

00:06:41: ...and its worth knowing early.

00:06:42: The risk is losing them To their best offer.

00:06:45: You can invest differently By knowing what else matters in front.

00:06:50: Here are five key sources that let people find personal meaning in their work.

00:06:55: The first is service to customers.

00:06:57: many, People truly enjoy seeing happy customers.

00:07:01: the second Is a team.

00:07:03: some thrive on being part of a group and contributing To its success?

00:07:08: The third is the company mission.

00:07:10: those people strongly connect to why the business exists.

00:07:13: The fourth is growth.

00:07:15: they look for work That gives them the chance to develop.

00:07:18: And the fifth is impact on society.

00:07:20: It explains why a lot of people engage in social projects.

00:07:23: their companies run outside working hours knowing, Why A Job Matters Is Only One Element If The Work Doesn't Touch What Drives People Personally Meaning Alone Won'T Carry Them Further Than The Paycheck.

00:07:36: Does People Treat A Job Like A Nine To Five When They Don't See The Value Of Their Work when they Cannot Find Meaning In what They Do and When There's No Connection to What They Care About?

00:07:46: You can do the whole work on sense-giving.

00:07:49: Someone can have a full line of sight, but if they care most about being part of great team and don't find this in yours there'll always be a gap!

00:07:57: Good leadership takes that into consideration.

00:08:00: That's eventually what leader can do for purpose.

00:08:03: We cannot simply declare or hand it to people.

00:08:06: Both acts come together.

00:08:09: If you take one thing next week Take first step with one person One job ,one conversation your answers to the three questions and theirs.

00:08:19: Take it from there!

00:08:20: As mentioned in the main episode, purpose and direction go hand-in-hand.

00:08:24: so today's second practice is about how to give the kind of direction that actually guides people without standing over them.

00:08:32: Let me give you five key moves I found most helpful.

00:08:36: The first Agree together on what good outcomes look like.

00:08:41: Be very clear about outcome and standard aiming for.

00:08:45: Let people ask questions and even challenge you.

00:08:48: Setting unrealistic targets is easy when no one doing the work is involved, this starts with what you accept.

00:08:54: Targets set from above —and the easiest thing a manager can do—is just passing them on!

00:08:59: If your target is unrealistic say so.

00:09:03: Your alignment upwards is part of that move.

00:09:05: Without it there's not agreement It's just passing on targets.

00:09:09: if The outcome is clear And Alignment in both directions done you can leave the how to your team.

00:09:15: This is clarity on the destination and freedom of path.

00:09:20: The second move, name what's fixed or flexible.

00:09:24: People need to know their responsibilities And where boundaries are.

00:09:28: We can only own the How if we know Where our actions require alignment And where responsibility stops.

00:09:35: In most organizations people overstep Or let things drop simply because boundaries and responsibilities are unclear.

00:09:43: The alignment often stops after onboarding, but organizations aren't static.

00:09:48: Responsibilities shift just as much as boundaries change – a new hire can overstep as easily as someone who hasn't been updated.

00:09:57: Spare yourself the problems by investing in clarity.

00:10:00: Unclear responsibilities and boundaries don't just cause mistakes or friction.

00:10:04: they also invite political behavior.

00:10:07: The third move is about being available without circling above everyone like a helicopter.

00:10:13: Make it easy for people to come to you when they're stuck, without checking on them – when not!

00:10:18: Support when and where its really necessary.

00:10:21: Mistakes happen.

00:10:22: whether people can safely meet their limits while learning depends how you balance support & challenge.

00:10:28: Being available doesn't just mean that they can reach you.

00:10:32: It means they know that your actively supporting the development and it's safe to come to you with problems or mistakes.

00:10:39: Which allows for the fourth move, matching your support to the person noticing who needs more from you And Who Needs Space.

00:10:47: Giving everyone at the same time isn't fairness.

00:10:51: It is not paying attention To their needs & capabilities.

00:10:54: You can only help people grow when you meet them where they stand.

00:10:58: Its a part that requires Time A regular exchange on whats going well Where People Struggle and what helps Them not just the performance review once or twice a year.

00:11:08: The fifth move is to protect your team's focus.

00:11:12: Absorb the noise coming from the organization around you, shifting priorities reporting demands and politics.

00:11:20: Be transparent on what matters and distinguish information from noise.

00:11:24: Distraction all around us can impact our teams at various levels.

00:11:29: Politics & power battles make people anxious and push them to pick sides.

00:11:34: None of that supports collaboration or productivity.

00:11:37: Transparency matters In many companies, the lack of it may be a bigger issue.

00:11:43: Still not every business decision needs to be laid out for everyone.

00:11:47: Separate noise from what your team really needs.

00:11:51: Take this into next week by checking whats currently affecting you.

00:11:54: teams work most.

00:11:56: If people keep delivering something other than what u expected Start with move one and agree on what good looks like together.

00:12:04: If people overstep or let things drop regularly, invest in move two – clarify responsibilities & boundaries.

00:12:12: Is your calendar so blocked that people can barely reach you?

00:12:16: Choose Move Number Three And Make Space.

00:12:18: Leadership requires time with your team!

00:12:21: if some people are thriving while others are stuck and everyone gets the same amount of Time With You Let's move number four Check who really needs your support and how much of it.

00:12:31: It's rarely an equal distribution once you focus on capabilities & needs.

00:12:37: Move number five could be a starting point if find yourself in more discussions about the current business strategy, rumors about layoffs or new working policies than actual work.

00:12:49: If more then one sounds familiar take that with loudest symptom.

00:12:54: When we invest in guiding people We don't have to spend time on controlling them.

00:12:59: Micromanagement is a sign of not having done this work.

00:13:02: These are day-to-day practices and they need focus depending what your team needs most.

00:13:08: Let me briefly summarize the practice.

00:13:11: Give people the visibility how their work connects with business by showing who it serves, translating impact when its done well.

00:13:21: Invest time into the sense-giving and support their sense making by understanding what matters to them.

00:13:27: Give direction through guidance, not numbers.

00:13:30: Agree together on what good looks like and leave a how for themselves.

00:13:34: Name what's fixed or flexible and lay out responsibilities & boundaries of each role.

00:13:40: Be available without being controlling.

00:13:44: Match your supports with the person Protect people's focus and separate noise from necessary information.

00:13:52: That's leadership work, it requires more than handing out targets.

00:13:56: It asks you to know your People And what their Work is for.

00:14:00: Its the kind of work that no management system can do For You!

00:14:04: And makes a difference between A team that simply executes... ...and The Team that understands why Their work matters.

00:14:12: If you consider this helpful let me Know.

00:14:14: Tell me what you experience when you invest more in this.

00:14:18: Connect with me on LinkedIn and share the podcast with others!

00:14:21: In the next main episode, we'll dive into leadership work that truly shapes company cultures.

00:14:27: You may already guess it's not about putting value statements on walls.

00:14:31: Stay curious, stay tuned.

00:14:34: Thanks for tuning-in to The New Work Playbook Where work gets better because people matter.