How a Sense of Purpose Can Drive Performance

Teams that achieve greatness have a vision and a mission to provide a sense of purpose. Think about the most successful sporting team: they have clear understanding of their vision of success and mission. What is the vision and mission of your change management team?

A team with a clear purpose will achieve so much more than a team with no purpose.


Change practitioners are very good at working with business to define the “future state” or the outcomes of the project. However, I often see change teams failing to apply some of this thinking to their own team. The vision is one sentence that clearly articulates the change management team’s vision for the future.


What is the mission of your team? What is your team’s goal? The Mission will clearly articulate the one big goal that you are setting out to achieve in the in the next 5 – 10 years. Clearly articulating the Vision along with the Mission will give your change management team a clear sense of purpose.


What does your change management team value? What behaviours are important to you and your team? These may align to the organisation’s values or these may be additional. Values are not aspirational – they are attributes which are already present in your team.

Getting the team’s input or working with your change management team to develop the team’s purpose is a great way to engage them and develop a shared sense of purpose.

The Value of Time

To drive successful change, a change management team needs to have a vision, to know its values and to have a well-defined mission.

One technology company had a clear vision, set for them by the company’s leadership. The vision alone, however, wasn’t enough. As a change management expert, I came in to help the team find its direction by defining its values and mission through a series of workshops.

The workshopping process had three major benefits:

1.     Engagement – every member of the team participated in the process and shared their ideas.

2.     Buy-in – everyone had a stake in the outcomes, which represented the ideas of the whole team, not just one or two team members.

3.     Focus – the process resulted in well-defined statements of the team’s vision, mission and values, which in turn gave them clear direction and focus for their efforts.

One of the key factors emerged from the team’s shared value of ‘timeliness’, which led to a focus on ensuring activities were delivered at the right time and within reasonable time frames, using both the Agile and Waterfall methodologies as required

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