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Common Purpose: How Great Leaders Get Organizations to Achieve the Extraordinary
From one of the most respected names in business and leadership, a rare look at the specifics of how great leaders achieve "common purpose" and success within their organizations.
What is common purpose? It is that rare, almost-palpable experience that happens when a leader coalesces a group, team or community into a creative, dynamic, brave and nearly invincible we. It happens the moment the organization's values, tools, objectives and hopes are internalized in a way that enables people to work tirelessly toward a goal. Common purpose is rarely achieved. But Kurtzman has observed that when a leader is able to bring it about, the results are outsized, measurable and inspiring. Based on Kurtzman's all-new interviews with more than 50 leaders, including Ron Sargent, Ilene Lang, Micky Arison, Simon Cooper, Joel Klein, Janet Field, Steve Wynn, Shivan Subramaniam, Michael Dell, Richard Boyatzis, Tom Kelley, Michael Milken, and Warren Bennis Contains research on leadership Kurtzman has conducted during his years at The New York Times, the Harvard Business Review, Booz & Company, as well as with PricewaterhouseCoopers, Mercer, and Korn/FerryBased on all new interviews with some of the most dynamic, successful, and enduring leaders, Common Purpose sheds new light on the meaning of leadership, the crucial qualities of leaders, and most importantly, how to lead.
What is common purpose? It is that rare, almost-palpable experience that happens when a leader coalesces a group, team or community into a creative, dynamic, brave and nearly invincible we. It happens the moment the organization's values, tools, objectives and hopes are internalized in a way that enables people to work tirelessly toward a goal. Common purpose is rarely achieved. But Kurtzman has observed that when a leader is able to bring it about, the results are outsized, measurable and inspiring. Based on Kurtzman's all-new interviews with more than 50 leaders, including Ron Sargent, Ilene Lang, Micky Arison, Simon Cooper, Joel Klein, Janet Field, Steve Wynn, Shivan Subramaniam, Michael Dell, Richard Boyatzis, Tom Kelley, Michael Milken, and Warren Bennis Contains research on leadership Kurtzman has conducted during his years at The New York Times, the Harvard Business Review, Booz & Company, as well as with PricewaterhouseCoopers, Mercer, and Korn/FerryBased on all new interviews with some of the most dynamic, successful, and enduring leaders, Common Purpose sheds new light on the meaning of leadership, the crucial qualities of leaders, and most importantly, how to lead.
240 pages, Hardcover
First published December 30, 2009
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September 2, 2013
The main theme of the book is that common purpose leadership brings organizations measurable, long-lasting successes. On the contrary, all the R.I.P. (rest in peace) companies did not have common purpose, vision, or goals. (p.26)
By common purpose, Joel Kurtzman (p. xii) refers to “that rare, almost palpable experience that happens when a leader coalesces a group, team, or community into a creative, dynamic, brave, and nearly invincible we.” It is a sense of “inclusiveness”; we are all in this together (p. xxi). Common sense leaders start with the group’s mission, objectives and core values, and then utilize skillful “internalization” strategies to guide group members “arrive at a collective sets of goals” (p.80). Thus, common purpose is a powerful force (p. xxi) that brings free will individuals together and moves them forward to achieve collective goals.
Examples of common purpose organizations include FM Global, Apple, Nasa’s Apollo Program, Pixar, Rits-Calton, and Carnival’s Cruise Lines, although Kurztman centers most discussions on FM Global, a 175 years old insurance company. All these companies have established clear missions and objectives.
• FM Global: to help clients to prevent losses
• Apple: innovation
• Nasa’s Apollo program: audacious move to the moon
• Pixar: create an entirely new art form through computer techniques
• Rits-Carlton: to provide flawless luxury hotel service
• Carnival’s Cruise Lines: to create a forever memorable experience for the customers
The organizational missions and objectives are then communicated to all employees to the extent that the employees truly understand what missions and objective mean in their own work. The underlying assumption is that once individual members internalize the mission or collective goals, they identify themselves with the organization and identify their work with what the organization stands for. Because they have the authority to define exactly how to manifest in their own work the company’s mission and objectives, they develop a sense of ownership of their work, and are more likely to motivate themselves intrinsically to do their best in contributing toward the collective goals. The prime example is what Simon Cooper, president and chief operating officer of Ritz-Carlton, called the scriptless service (p. 34-5), “employees deciding on their own how to make guests happy” base on their own understanding of the mission and interpretation of specific situations.
Common purpose organizations tend to have relatively flatter hierarchical structures in comparison to traditional top-down bureaucracies. Top leaders are no longer command-and-control dictators.
Common purpose leaders need to be accepted by the rank-and-files as part of the group, while the rank-and files are given more authority to define exactly how to do their jobs to fulfill the company’s mission. In this sense, it requires leaders at all levels.
In terms of organizational culture, common purpose organizations keep their main focus on big vision and goals rather than competition with other companies. Kurtzman uses Microsoft and its aggressive us-versus-them approach as an example to illustrate why the company’s success was only short-lived. Common purpose organizations are more positivity-oriented since leaders guide and coach (p. 79) employees to reaching their potentials rather than coerce them to perform. The leaders are more compassionate, caring and attentive to emotional aspects. Common purpose organizations tend to be more open and responsive since more agency is given to each employee.
In my view, common purpose is very similar to what Sociologist Emile Durkheim called collective conscience or consciousness. It means a shared system of beliefs and sentiments that glues people together and provide guideline for social action. According to Durkheim, collective consciousness gradually tends to decline as the society advances from mechanical to organic solidarity. In the face of the diverse and fast-changing world, it’s understandable that we want to give our employees more flexibility in the decision-making process. However, it is also important to link them back to the company’s mission, core values, and objectives.
I appreciate Kurtzman’s description of how common purpose leadership is characterized by the near-schizophrenic mentality (xxi); a leader is a major decision-maker as well as part of the group. I was surprised by the consensus seeking process and the humanity in leadership at FM Global. It’s also interesting when Kurtsman mentions how leaders are models for their subordinates –a concept of resonate leadership. Apple is a good example.
I also like his approach of keeping competition in perspective and instead put the focus on what the company stands for and what the customers want, and in some cases, educate the customers what’s good for them. After all, especially for an institution with high stability, we need to focus on our strengths.
Kurtsman also points to a crucial point: how engaged are we with the goals and with each other? Some internalization techniques could be useful on this issue. For instance, Wynn Resort set up a website for employees to share their heroic stories in terms of how they have helped their customers in the way that they fulfill the organization’s mission. At Colgate-Palmolive, Bob Joy set up a program of “Creating Value through People” where they identify young talents and convene them together for a series of inspirational sessions. At Continental Airline, when on-time project is accomplished, all the employees get a check mailed to their homes. FM Global publishes a little book with sets of objective and the top leaders travel to local offices to make sure all employees understand the common purpose.
My favorite part is the discussion on thought and innovation leaders and the importance for leaders to stay curious and skeptical, continue to read and learn new knowledge. This is so crucial in this fast changing world.
The followings are my favorite paragraphs.
Leadership is really about guiding, coaching, or even inspiring others to reach a goal. (p. 58)
Even at the highest levels of an organization, the job of leaders is to bring out the best in the people on your team and to coach them into using all of their talents. (p. 79-80)
The job of leaders is to set goals, measure progress, hold people accountable, and remove obstacles from each team member’s path. (p. 81)
When people disagree with your ideas, embrace them. They are your antidote to insularity. Those people may ultimately save your organization from a calamitous fate. But when people disagree with you – your position, authority, and level in the organization – they should seek other lines of work. When people do not respect you as the owner of your job and won’t let you control your space, it’s time to ease them out the door. (p. 29)
Rather than obsessing about the competition, organizations should focus on the people they want to serve. (p. 103)
To Boyatzis, one important objective of leadership is to create in people not only confidence in their ability to act on their own, but to help them achieve what he calls “cognitive agility.” … You have to create a culture so they can think for themselves. (p. 116)
And while these seem obvious to anyone who has taken the time to reflect, the important points Boyatzis make are those that relate to the need for compassion, caring, and authenticity. (p. 130)
But I go Maccoby one further. Rather than collaboration, I like the concept of alignment to define the working relationship. I like it because alignment implies that work takes place between individuals who are equal and are acting on their own initiative in pursuit of a common goal. This, after all, is why organizations are formed: to achieve goals that are beyond the scope of an individual working alone. (p. 148)
three distinct types of leadership …
• Strategic leaders
• Operational leaders
• Bridge-building leaders (p. 148)
As a result, it stands to reason that the best leaders, the most effective leaders, are people who can motivate and guide others to do their best. These leaders create a work and organizational environment where high performance is the norm. (p. 171-2)
Ideas do more than matter; they are competitive differentiators. Companies that embrace thought leadership win because they are fearless when it comes to assessing their strengths and weaknesses… Rather, they understand that it is constantly changing and that in order for them to keep pace, they must do what Socrates said everyone should do: question all assumptions. (p. 189)
By common purpose, Joel Kurtzman (p. xii) refers to “that rare, almost palpable experience that happens when a leader coalesces a group, team, or community into a creative, dynamic, brave, and nearly invincible we.” It is a sense of “inclusiveness”; we are all in this together (p. xxi). Common sense leaders start with the group’s mission, objectives and core values, and then utilize skillful “internalization” strategies to guide group members “arrive at a collective sets of goals” (p.80). Thus, common purpose is a powerful force (p. xxi) that brings free will individuals together and moves them forward to achieve collective goals.
Examples of common purpose organizations include FM Global, Apple, Nasa’s Apollo Program, Pixar, Rits-Calton, and Carnival’s Cruise Lines, although Kurztman centers most discussions on FM Global, a 175 years old insurance company. All these companies have established clear missions and objectives.
• FM Global: to help clients to prevent losses
• Apple: innovation
• Nasa’s Apollo program: audacious move to the moon
• Pixar: create an entirely new art form through computer techniques
• Rits-Carlton: to provide flawless luxury hotel service
• Carnival’s Cruise Lines: to create a forever memorable experience for the customers
The organizational missions and objectives are then communicated to all employees to the extent that the employees truly understand what missions and objective mean in their own work. The underlying assumption is that once individual members internalize the mission or collective goals, they identify themselves with the organization and identify their work with what the organization stands for. Because they have the authority to define exactly how to manifest in their own work the company’s mission and objectives, they develop a sense of ownership of their work, and are more likely to motivate themselves intrinsically to do their best in contributing toward the collective goals. The prime example is what Simon Cooper, president and chief operating officer of Ritz-Carlton, called the scriptless service (p. 34-5), “employees deciding on their own how to make guests happy” base on their own understanding of the mission and interpretation of specific situations.
Common purpose organizations tend to have relatively flatter hierarchical structures in comparison to traditional top-down bureaucracies. Top leaders are no longer command-and-control dictators.
Common purpose leaders need to be accepted by the rank-and-files as part of the group, while the rank-and files are given more authority to define exactly how to do their jobs to fulfill the company’s mission. In this sense, it requires leaders at all levels.
In terms of organizational culture, common purpose organizations keep their main focus on big vision and goals rather than competition with other companies. Kurtzman uses Microsoft and its aggressive us-versus-them approach as an example to illustrate why the company’s success was only short-lived. Common purpose organizations are more positivity-oriented since leaders guide and coach (p. 79) employees to reaching their potentials rather than coerce them to perform. The leaders are more compassionate, caring and attentive to emotional aspects. Common purpose organizations tend to be more open and responsive since more agency is given to each employee.
In my view, common purpose is very similar to what Sociologist Emile Durkheim called collective conscience or consciousness. It means a shared system of beliefs and sentiments that glues people together and provide guideline for social action. According to Durkheim, collective consciousness gradually tends to decline as the society advances from mechanical to organic solidarity. In the face of the diverse and fast-changing world, it’s understandable that we want to give our employees more flexibility in the decision-making process. However, it is also important to link them back to the company’s mission, core values, and objectives.
I appreciate Kurtzman’s description of how common purpose leadership is characterized by the near-schizophrenic mentality (xxi); a leader is a major decision-maker as well as part of the group. I was surprised by the consensus seeking process and the humanity in leadership at FM Global. It’s also interesting when Kurtsman mentions how leaders are models for their subordinates –a concept of resonate leadership. Apple is a good example.
I also like his approach of keeping competition in perspective and instead put the focus on what the company stands for and what the customers want, and in some cases, educate the customers what’s good for them. After all, especially for an institution with high stability, we need to focus on our strengths.
Kurtsman also points to a crucial point: how engaged are we with the goals and with each other? Some internalization techniques could be useful on this issue. For instance, Wynn Resort set up a website for employees to share their heroic stories in terms of how they have helped their customers in the way that they fulfill the organization’s mission. At Colgate-Palmolive, Bob Joy set up a program of “Creating Value through People” where they identify young talents and convene them together for a series of inspirational sessions. At Continental Airline, when on-time project is accomplished, all the employees get a check mailed to their homes. FM Global publishes a little book with sets of objective and the top leaders travel to local offices to make sure all employees understand the common purpose.
My favorite part is the discussion on thought and innovation leaders and the importance for leaders to stay curious and skeptical, continue to read and learn new knowledge. This is so crucial in this fast changing world.
The followings are my favorite paragraphs.
Leadership is really about guiding, coaching, or even inspiring others to reach a goal. (p. 58)
Even at the highest levels of an organization, the job of leaders is to bring out the best in the people on your team and to coach them into using all of their talents. (p. 79-80)
The job of leaders is to set goals, measure progress, hold people accountable, and remove obstacles from each team member’s path. (p. 81)
When people disagree with your ideas, embrace them. They are your antidote to insularity. Those people may ultimately save your organization from a calamitous fate. But when people disagree with you – your position, authority, and level in the organization – they should seek other lines of work. When people do not respect you as the owner of your job and won’t let you control your space, it’s time to ease them out the door. (p. 29)
Rather than obsessing about the competition, organizations should focus on the people they want to serve. (p. 103)
To Boyatzis, one important objective of leadership is to create in people not only confidence in their ability to act on their own, but to help them achieve what he calls “cognitive agility.” … You have to create a culture so they can think for themselves. (p. 116)
And while these seem obvious to anyone who has taken the time to reflect, the important points Boyatzis make are those that relate to the need for compassion, caring, and authenticity. (p. 130)
But I go Maccoby one further. Rather than collaboration, I like the concept of alignment to define the working relationship. I like it because alignment implies that work takes place between individuals who are equal and are acting on their own initiative in pursuit of a common goal. This, after all, is why organizations are formed: to achieve goals that are beyond the scope of an individual working alone. (p. 148)
three distinct types of leadership …
• Strategic leaders
• Operational leaders
• Bridge-building leaders (p. 148)
As a result, it stands to reason that the best leaders, the most effective leaders, are people who can motivate and guide others to do their best. These leaders create a work and organizational environment where high performance is the norm. (p. 171-2)
Ideas do more than matter; they are competitive differentiators. Companies that embrace thought leadership win because they are fearless when it comes to assessing their strengths and weaknesses… Rather, they understand that it is constantly changing and that in order for them to keep pace, they must do what Socrates said everyone should do: question all assumptions. (p. 189)
October 24, 2020
The book was very low on ideas. The following were key points I found interesting:
1. Individuals take their cues from the way other people in the organization behave. People within organizations tend to model the behavior of the people at the top.
2. When the people at the top of an organization are greedy or mistrustful, it is impossible to keep that type of behavior from permeating the entire organization.
3. The job of a leader is to set goals, measure progress, hold people accountable, and remove obstacles from each team member’s path.
4. In organizations where negative emotions predominate, people withhold information and rarely take chances. When fear predominates, creativity dwindles, individual initiative diminishes, and risk taking wanes.
5. We should not simply tolerate our jobs, the way we tolerate a bad-tasting medicine when we’re sick. We should enjoy them.
For a complete list of highlights : https://www.chestergrant.com/common-p...
1. Individuals take their cues from the way other people in the organization behave. People within organizations tend to model the behavior of the people at the top.
2. When the people at the top of an organization are greedy or mistrustful, it is impossible to keep that type of behavior from permeating the entire organization.
3. The job of a leader is to set goals, measure progress, hold people accountable, and remove obstacles from each team member’s path.
4. In organizations where negative emotions predominate, people withhold information and rarely take chances. When fear predominates, creativity dwindles, individual initiative diminishes, and risk taking wanes.
5. We should not simply tolerate our jobs, the way we tolerate a bad-tasting medicine when we’re sick. We should enjoy them.
For a complete list of highlights : https://www.chestergrant.com/common-p...
October 21, 2019
READ OCT 2019
Joel Kurtzman's "Common Purpose" does a nice job of describing the leaders role in aligning their people with a compelling organizational purpose.
He describes the need for leaders "who can create a sense of common purpose so everyone executes and everyone leads. We need people who are well trained, embrace thought leadership, are positive, and are willing to work toward a common goal. We need individuals, in the best sense of the word, who can lead alongside a group of peers. We need people with a wide range of skills and with true mental agility. We need people who have internalized the values of the company--its brand, mission and values--and can make decisions based on what they know. We need a new kind of leader who can get things done."
Joel Kurtzman's "Common Purpose" does a nice job of describing the leaders role in aligning their people with a compelling organizational purpose.
He describes the need for leaders "who can create a sense of common purpose so everyone executes and everyone leads. We need people who are well trained, embrace thought leadership, are positive, and are willing to work toward a common goal. We need individuals, in the best sense of the word, who can lead alongside a group of peers. We need people with a wide range of skills and with true mental agility. We need people who have internalized the values of the company--its brand, mission and values--and can make decisions based on what they know. We need a new kind of leader who can get things done."
October 18, 2024
Full of anecdotes and great information from multiple industries to include the military. Though some of it is dated, it is still a good read.
August 4, 2011
Joel Kurtzman examines how leaders can bring together a group of people to achieve a common objective or purpose. He explains that a common purpose cannot just be stated, it must be internalized by everyone involved. The days of posting mission, vision and value statements in an ornate frame in the lobby of corporate headquarters will be long gone if leaders follow Kurtzman’s advice that they must be emotionally engaged with their group and create a sense of inclusiveness.
As a consultant who has conducted more than two decades worth of team and leadership development programs, I have seen first-hand that people don’t quit companies, they quit their managers. Kurtzman is right on target with his thoughts about leadership. Micromanaging does not work. Too much competition is bad for the environment. On the other hand, empathy, listening skills, ongoing coaching, and knowing how to pull people together to achieve a common objective drives success.
Common Purpose demonstrates that creating a positive and cohesive work environment is a win-win for everyone involved. Employees are more engaged and morale is higher, thus they are likely to remain in the organization. In return, the organization generates higher productivity and ultimately, profitability.
As a consultant who has conducted more than two decades worth of team and leadership development programs, I have seen first-hand that people don’t quit companies, they quit their managers. Kurtzman is right on target with his thoughts about leadership. Micromanaging does not work. Too much competition is bad for the environment. On the other hand, empathy, listening skills, ongoing coaching, and knowing how to pull people together to achieve a common objective drives success.
Common Purpose demonstrates that creating a positive and cohesive work environment is a win-win for everyone involved. Employees are more engaged and morale is higher, thus they are likely to remain in the organization. In return, the organization generates higher productivity and ultimately, profitability.
December 30, 2010
I thought about making the claim that this is the best book on leadership I've read, but A) my reading on the topic is spotty enough to make the claim mean little, and B) it spoke to my values and philosophy so completely I'm not sure there's any objectivity in my opinion. It certainly didn't challenge my thinking or stretch me, but it did articulate things for me very nicely and leave me feeling validated and confirmed.
Many books of this type consist mainly of obvious, empty platitudes and the text isn't even necessary if you pay attention to the chapter titles and section headings. This was the opposite--the text deepened my understanding of titles and headings that needed elaborating, so it never felt long-winded or got boring. Kurtzman writes with an easy, accessible style mostly free of business jargon, and he balances general principles with research, experience, and anecdotes. I really recommend this one.
Many books of this type consist mainly of obvious, empty platitudes and the text isn't even necessary if you pay attention to the chapter titles and section headings. This was the opposite--the text deepened my understanding of titles and headings that needed elaborating, so it never felt long-winded or got boring. Kurtzman writes with an easy, accessible style mostly free of business jargon, and he balances general principles with research, experience, and anecdotes. I really recommend this one.
August 23, 2010
Knowledgeable guide to common purpose leadership
Renowned business thinker Joel Kurtzman offers an excellent primer on modern-day leadership. Kurtzman, a senior fellow at the Milken Institute and former editor in chief of Harvard Business Review, dramatically illustrates that the aloof, insular, condescending leader is a dinosaur from an unenlightened past. To foster organizations that thrive, leaders must guide and empower, not command and control, as Kurtzman explains with precepts you can put directly into action. His thoroughly researched book is packed with case studies of prominent leaders – both the good and the bad. These fascinating, sometimes chatty stories entertain and instruct at the same time. getAbstract highly recommends Kurtzman’s illuminating, clearly written book.
Renowned business thinker Joel Kurtzman offers an excellent primer on modern-day leadership. Kurtzman, a senior fellow at the Milken Institute and former editor in chief of Harvard Business Review, dramatically illustrates that the aloof, insular, condescending leader is a dinosaur from an unenlightened past. To foster organizations that thrive, leaders must guide and empower, not command and control, as Kurtzman explains with precepts you can put directly into action. His thoroughly researched book is packed with case studies of prominent leaders – both the good and the bad. These fascinating, sometimes chatty stories entertain and instruct at the same time. getAbstract highly recommends Kurtzman’s illuminating, clearly written book.
December 16, 2016
Very good book!
Great ideas on thoughtful leadership and best practices in organizations that look for the best service to clients instead of just competition. Awesome references to other books as well. Highly recommended.
Great ideas on thoughtful leadership and best practices in organizations that look for the best service to clients instead of just competition. Awesome references to other books as well. Highly recommended.
May 27, 2010
Kurtzman writes that real leadership is turning the organization from a group of individuals working independently to a coalesced team ( "the we") working as partners to achieve a goal. "Common Purpose is rarely achieved." he says. Kurtzman creates a framework and a "how to" implement this leadership mindset in any organization. This book is a road map for your leadership journey.
Read
February 10, 2013About the only thing that you will learn from this book is that Kurtzman was the editor of HBR. (and that you will hear many times) What a complete waste of time. If you want to read good books on leadership - look to almost anything by Warren Bennis or my personal favorite - The Contrarian's Guide to Leadership by Steve Sample and Warren Bennis.
October 20, 2013
I am always let down when an author states I put all my articles together and wol la here is my book. Right off the bat you know it could be hard to follow. Well Joel did not let me down on that point! However, I have to say the book was a good reminder of some important leadership tools that have tobe used!
January 20, 2016
"The heart and soul of leadership is the creation of common purpose," begins Joel Kurztman, and then, he shows leaders how to create it in their organizations.
Displaying 1 - 12 of 12 reviews