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Clarify Purpose Toolkit

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L E A DE R S HIP M O D U LE S
Clarifying Your Team’s Purpose and StrategyTM
Toolkit
Our Promise
You will create a clear and compelling purpose for your team by
defining:
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The job you are hired to do.
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How you link to the organization’s strategy.
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How you impact the financial/resource model of your organization.
The call and need of a new era
is for greatness.Tapping into the
higher reaches of human genius and
motivation requires leaders to have a
new mind-set, a new skill-set, and a
new tool-set.”
Stephen R. Covey
© FranklinCovey. All rights reserved.
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C l a r i f y T e a m p u r po s e a n d s t r a t e g y
A clear purpose and strategy answers three questions:
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Job to be done. What is the specific job your customers (internal or external) are
“hiring” you to do?
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Strategic link. How does your team connect with the organization’s mission and
strategy?
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Financial/model. How does your team contribute to the economics or resources of
the organization?
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S T R AT E
TEAM PURPOSE
& STRATEGY
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© FranklinCovey. All rights reserved.
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“ J o b to b e d o n e ” a n a l y z e r
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TEAM PURPOSE
& STRATEGY
S T R AT E
Answer the following questions to determine your team’s
purpose.
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“Job To Be Done” Analyzer
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Example: Professional Development Department, School District
Who are your team’s
most important
customers (internal
or external)?
Principals and new teachers.
What are they
hiring your product
or service to do?
To rapidly increase new-teacher effectiveness.
What aspects of your
product or service
may be unnecessary
or even annoying to
your customers?
There are not enough instructional or coaching
resources, and limited information on how to assess
teacher effectiveness.
What is your product
or service not
providing that you
think it should?
Long-term development plan and mentorship program.
© FranklinCovey. All rights reserved.
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“ J o b to b e d o n e ” a n a l y z e r
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TEAM PURPOSE
& STRATEGY
S T R AT E
Answer the following questions to determine your team’s
purpose.
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“Job To Be Done” Analyzer
FINA
NC
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Who are your team’s
most important
customers (internal
or external)?
What are they
hiring your product
or service to do?
What aspects of your
product or service
may be unnecessary
or even annoying to
your customers?
What is your product
or service not
providing that you
think it should?
© FranklinCovey. All rights reserved.
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“ St r a t e g i c l i n k ” a n a l y z e r
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TEAM PURPOSE
& STRATEGY
S T R AT E
Answer the following questions to determine your team’s
strategic link to the organization.
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“Strategic Link” Analyzer
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Example: Risk Management Team, Finance Department
What is your
organization’s
mission and
strategy?
Our organization’s mission is to “Design and build the
most distinctive office buildings in the emerging
economic regions of China and Southeast Asia.”
What are your boss’s
most important
goals?
Manage cash flow, hedge financial risk, and ensure
project profitability.
How does your team
directly support
the two preceding
questions?
Our team provides analytic support for potential
project contracts and assesses all forms of financial
risk. This allows our organization to structure
contracts so that building projects achieve
profitability targets and contracted cash flows
match our cash requirements as a firm. It allows the
larger team to appropriately hedge financial risks
associated with large-scale construction in a rapidly
changing environment.
© FranklinCovey. All rights reserved.
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“ St r a t e g i c l i n k ” a n a l y z e r
BE DO
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TEAM PURPOSE
& STRATEGY
S T R AT E
Answer the following questions to determine your team’s
strategic link to the organization.
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URCE MODEL
“Strategic Link” Analyzer
FINA
NC
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What is your
organization’s
mission and
strategy?
What are your boss’s
most important
goals?
How does your team
directly support
the two preceding
questions?
© FranklinCovey. All rights reserved.
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“ Mo n e y - m a k i n g m o d e l ” a n a l y z e r
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Answer the questions on the following page to determine how
your team impacts the money-making model of the organization.
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Building Block
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TEAM PURPOSE
& STRATEGY
S T R AT E
The table below explains the five building blocks of the
money-making model for a for-profit business.
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“Money-Making Model” Analyzer
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Definition
Cash
Cash is money in the bank. Cash flow is the
difference between all the money that flows in
and all the money that flows out in a given time
period.
Margin
Margin is the money left over after paying
expenses. To improve margin, increase revenue,
decrease costs, or both.
Velocity
Velocity means speed—how fast and how hard
you make your assets work to make more money.
Decreasing cycle time, increasing inventory
turnover, and increasing employee productivity
are examples of velocity.
Growth
Growth measures whether the organization is
producing more or getting larger. Growth must
be profitable and sustainable.
Customers
Customers are the organizations or people your
team is in business to serve. How well you serve
customers will directly impact growth, cash flow,
and margins.
© FranklinCovey. All rights reserved.
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“ Mo n e y - m a k i n g m o d e l ” a n a l y z e r
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TEAM PURPOSE
& STRATEGY
S T R AT E
In the left-hand column, identify the top two building blocks
you impact the most. In the right-hand column, detail how
you impact these building blocks. Be specific. Use examples.
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“Money-Making Model” Analyzer
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Example: Online Marketing Team
Building Block 1
How does your team impact this building block?
Growth
We directly impact revenue growth through targeted
online marketing campaigns to increase the sales
of our products. We currently maintain a marketing
efficiency ratio of 2.15 to 1; that is, we generate
$2.15 in revenue for every dollar spent on marketing.
Building Block 2
How does your team impact this building block?
Velocity
Because online advertising can be changed quickly,
we can rapidly adjust campaigns and purchase
incentives to maximize inventory velocity. If a product
is moving slowly, we can quickly increase purchase
incentives (e.g., discounts) to move that product more
quickly. If we are running low on inventory, we can
reduce incentives or advertising exposure to minimize
the risk of out-of-stock products. Our demand models
feed back real-time into the supply chain so that
suppliers can adjust production according to demand.
© FranklinCovey. All rights reserved.
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“ Mo n e y - m a k i n g m o d e l ” a n a l y z e r
B TO
BE DO
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NK
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ESO
TEAM PURPOSE
& STRATEGY
S T R AT E
In the left-hand column, identify the top two building blocks
you impact the most. In the right-hand column, detail how
you impact these building blocks. Be specific. Use examples.
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FINA
NC
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Building Block 1
How does your team impact this building block?
Building Block 2
How does your team impact this building block?
© FranklinCovey. All rights reserved.
URCE MODEL
“Money-Making Model” Analyzer
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T e a m p u r po s e s t a t e m e n t e x a m p l e s
Global Operations Manager, Manufacturing Company
We serve sales offices worldwide through a lean and flexible global manufacturing
system that will help them achieve their expansion targets and enable our company to
increase market share, enable quarter-over-quarter growth, and double profitability over
the next three years.
Creative-Services Director, Product Company
We serve team members by providing creative expertise to help them develop worldclass products. By doing this, we help our organization launch great products and drive
the organization’s economic model through speedy support and creative excellence,
which will result in increased sales.
Regional Sales Manager, Pharmaceutical Company
We serve healthcare professionals in the Northern California region through expert sales
representation and accurate research on 12 target drugs so that our customers can make
educated choices when prescribing for specific symptoms and diseases. By increasing the
prescription percentage from 65 percent to 75 percent in the next year, we will drive
growth and increase revenue by over $30 million.
Event Planner, Entertainment and Event Company
We serve wedding parties and corporate partners by planning tailored events and
providing all of the necessary coordination and assistance to help our customers enjoy
a stress-free event that meets all of their needs. By doing this, we help our company
continue its immaculate reputation and drive the economic model through word-ofmouth growth and increased cash flow.
© FranklinCovey. All rights reserved.
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T e a m p u r po s e s t a t e m e n t
Team Purpose Statement
Use this tool to clarify your team’s purpose.
We serve
(key customers)
by
(job to be done)
to help them achieve
(desired results).
By doing this, we help our organization achieve
(mission, values) and drive our
organization’s financial/resource model through
(meeting budgets, cutting costs,
growing revenues, increasing donations, managing resources).
© FranklinCovey. All rights reserved.
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S h a r e d p u r po s e
When developing a purpose, balance rigourous personal thought and analysis with
appropriate team feedback and involvement.
Two Common Blunders
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The lone genius. The leader goes “off to the mountain,” creates a purpose and
vision, and announces it to everyone. Result: no commitment, understanding, or buyin.
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The opinion poller. The leader takes no stand, follows the crowd, and overinvolves
people. Result: lack of confidence in the leader and a murky purpose.
When it comes to defining a team’s
purpose, the time-proven rule applies:
“No involvement, no commitment.”
Stephen R. Covey
© FranklinCovey. All rights reserved.
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