Purpose and Leadership

Purpose and Leadership

Core Values

When I was younger, all that mattered was whether I met up with my friends in school and what we would engage in. We never missed something to talk about, it seemed. We talked about our favorite comic book characters; we played out in the open space (make-believe games mostly on our favorite superheroes). We would go to the mall and have a good time there. Then we grew up and wanted to catch up with the latest sci-fi movies. We were more concerned about the latest alternative universe blockbuster than the wars in Syria or any other part of the world for that matter. We lived in a world we had created, and we loved it. My friends and I had a singular mind, the same tastes, and enjoyed the same things in life. We were, it appeared, citizens of the same galaxy. We still keep in touch, including those that have moved to other parts of the world. This has taught me that when a group of people from different backgrounds have something in common, an interest, a liking, a bond is created that lasts a lifetime.

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As we grew up and some of my friends moved to other parts of the world, it became clear to me and the rest of the friendship group that saying goodbye to a loved one is one of the hardest things to do. Though the departures were not tragic and may not be classified as grief-evoking losses, they were, at that time, significant losses. Our insufficient knowledge of the countries they relocated to enhances the sense of loss. This experience taught me to value people and relationships. I learned that while one is with someone, one should best spend quality time with such a person (Aaker, Rudd, &Mogilner, 2011), for one may never know when distance will come between them.

Every person has a measure of privileges in their life. I have watched documentaries about children from developing countries without access to basic needs. What surprised me was watching one such documentary where children from a slum in India were captured on camera playing on a trash dumping site. As unclean as it was, the children happily chased each other. They may have never had expensive toys, but that did not stop them from playing and laughing together. The privileges in my life have taught me that having expensive things or daily conveniences cannot replace having a true friendship.

A person is of more value than anything else in life. I like to think that I matter more to someone than anything else. Some matter to me more than anything else: my family. I can risk my life for my family because they are the people I have known and have always been there for me.

Relationships give me the most significant meaning in work and life. I value good relationships. When I can relate with someone on a deeper level than just being acquaintances, it gives me personal satisfaction and meaning in life.

In summary, my core values, the principles I stand for, are good and meaningful relationships. When I cultivate good relationships with people, they add value to my life, and the reverse is valid for the other party. Creating time to bond with people at deep and meaningful levels, valuing people for who they are, and appreciating people as they are, is what I aim for, and I work for both the social and career groups.

Purpose Mastery

My core purpose, though still a process in development, is motivating others to be the best they can be. I find fulfillment in helping others face their fears and failures, grow past them, and help them walk into a new, energized, and burden-free life. To that end, the areas for building awareness included empathy and enhanced listening skills (Miller & Rollnick, 2012). As a motivator, I need to build on my listening skills and show compassion while listening to a person. I have observed that doing so encourages a person to be more open about the issues they are struggling with, which hold them back from being the best they can be (Bolton, 2009).

The new commitments include motivating one individual weekly and personally at work and in my social/family life. I must engage in new practices, specifically yoga and meditation classes, to achieve this. These classes will help me be more silent and concentrate on my inner voice and what the surrounding environment is saying. In short, the exercises will help me listen to others instead of them listening to me continuously. It will also help me to see the inner man in others. The potential obstacle is time. I will need to create time to attend the meditation and yoga classes and interact with one individual/per week. To measure my success, I will request those I have walked through the process to fill in a customized questionnaire regarding the experience. The questionnaire will have a comments section for the participant to express themselves freely and honestly. The first five people I talk to will be asked to complete the questionnaire, which should take five weeks. However, this exercise will commence after I have attended ten yoga/meditation classes which should take me five weeks to complete.

Based on the readings and application of the exercises within, I have learned that what I value will guide me in knowing my purpose. What is important to me is creating meaningful and lasting relationships. Bringing out the inner person in people gives meaning to my life, for when a person is free to be who they want to be, such a person can foster a stronger relationship with me and others. This reflection is essential in leadership as it lets me know my value and purpose; thus, I will consciously apply these two with employees for the best possible personal and organizational outcomes. This reflection will be the basis of an interview with the leaders I will choose. I will ask them to define their core values and purposes and then ask how these relate to the more significant organizational values, mission, and purpose.

Question 1: Purpose Mastery and Leadership Development

Discovering one’s purpose is integral to living a fulfilled and meaningful life. When people know the purpose for which they live, they can express that meaning in every area of their life, including work, family, and social interactions. Finding purpose is a process and not a one-day discovery. Though one may have a clear headline on what one’s goal is, unleashing its full potential is a process. Most times, it will take the help of a coach for one to discover one’s purpose. When a person can define what gives them ultimate fulfillment in life, what they find effortless to do, and what gives them satisfaction in terms of results, then such a person is on the right path to discovering their life’s purpose. Discovery is the first step. Working at mastering the goal is the next life stage.

Mastering one’s purpose inevitably involves others outside oneself. A leader who discovers their purpose can only master it by projecting that purpose onto others, in this case, the employees. A drive cannot exist outside of the employees. It should reach out to serve and enrich the employees. The aim should not be the goal but rather the drive that a leader employs to reach the goal of an organization. When a leader is driven by purpose, such a leader will focus their energy and time on helping the employees discover and fulfill their purpose. When each employee is working from an individual goal, it means each is fulfilling their potential in their stations of work, finding contentment in their work, and operating out of an innate personal drive. Each employee’s collective and wilful purpose forms a greater force than an individual’s. This force of unified purpose is what creates the organization’s sense. The organization’s purpose, birthed from the individual employee purpose and nurtured by a leader, is projected to the customer, resulting in customer fulfillment, loyalty, and retention. Hence, a purpose-driven organization, steered by a purpose-driven leader, who cultivates purpose-driven employees, will always experience profitability and sustainability in business.

Question 2: Application of Purpose Mastery in the Interview

Purpose mastery is of little value if it is only in theory. Reading about it, getting coaching lessons on it, and talking about it are impractical if the view is not implemented. Many leaders may be aware of the role of purpose mastery but have no idea how to implement it in business to achieve organizational goals. On the other hand, some may be aware of purpose-driven business, have gone ahead and mastered purpose, and applied it in industry, resulting in its profitability and sustainability.

To get a clear and unbiased picture of the effectiveness of purpose mastery in growing business, it will be important that business leaders that will participate in the interview be approached with this issue. The discussion will seek to discover what leaders from different businesses know about purpose mastery and how they have applied it at personal and organizational levels. Further, the interview based on this parameter will seek to determine the effectiveness of purpose mastery by requesting the interviews to provide statistics as evidence of business change. With this information, the interviewer can draft a report discussing the different variables about knowledge or lack thereof on purpose mastery and the subsequent effects of each variable.

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References

Aaker, J. L., Rudd, M., & Mogilner, C. (2011). If money does not make you happy, consider time. Journal of consumer psychology, 21(2), 126-130.

Bolton, R. (2009). People skills. Simon and Schuster.

Miller, W. R., & Rollnick, S. (2012). Motivational interviewing: Helping people change. Guilford press.

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Purpose and Leadership

After reading Chapter 3 in your Cashman text (linked in Resources), write your responses to the Reflection: Core Values on page 87 and Leadership Growth Plan: Purpose Mastery prompts on page 99. What are you learning about what you value? What’s important and gives meaning to your life and work? Why might this reflection be critical to a leader’s development? How might this reflection, or the others you have done, be the basis of an interview with your chosen leaders for your project? Submit this assignment in the assignment area.

Resources

• Purpose and Leadership Scoring Guide.
• Leadership From the Inside Out: Becoming a Leader for Life (3rd ). 

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Unit 2 Assignment 1 – Purpose and Leadership Scoring Guide

Due Date: End of Unit 2.

Percentage of Course Grade: 3%.

CRITERIA	NON- PERFORMANCE	BASIC	PROFICIENT	DISTINGUISHED
Examine how purpose mastery can help a leader’s development. 50%	Does not examine how purpose mastery can help a leader’s development.	Discusses purpose mastery in the context of a leader’s development.	Examines how purpose mastery can help a leader’s development.	Examines and explains how purpose mastery can help a leader’s development.
Indicate how purpose mastery might apply to the interviews for the	Does not indicate how purpose mastery might apply to the interviews for the project.	Discusses purpose mastery in the context of interviews for the project.	Indicates how purpose mastery might apply to the interviews for the project.	Clearly explains how purpose mastery might apply to the interviews for the project.

 

CRITERIA	NON- PERFORMANCE	BASIC	PROFICIENT	DISTINGUISHED
project. 50%