This document recaps sessions 1-3 of a leadership development program and covers session 4 on common purpose. It defines common purpose as having three key components: occurring within groups, presence in shared visions, aims and values, and role in working with others. It discusses how common purpose involves generating a shared vision, aims and values that group members embrace. It also covers challenges like personalizing a vision versus socializing it with a group. The document provides context on how common purpose relates to collaboration, group decision making and challenges in maintaining a group's shared sense of purpose over time.

1. SESSION 4
COMMON PURPOSE

2. INTERACTIVE SESSION

3. RECAP
SESSIONS 1 TO 3
• Leadership (models, levels, good/ bad)
• Social Change (v/s charity, challenges)
• Root Cause Analysis
• Citizenship (Citoyenneté + Civisme)
• JFK Speech
• Communities (bridging and bonding)
• Sketch on good and bad citizenship

4. 5 levels of Leadership
I. Position:
Rights - People follow you because they have to.
II. Permission:
Relationships - People follow because they want to.
III. Production:
Results - People follow because of what you have done for the
country/ organization / team.
IV. People Development:
Reproduction - People follow because of what you have done for them.
V. Personhood:
Respect - People follow because of who you are and what you represent.

5. “If leaders are to be successful, they
must first lead themselves.”
(John Maxwell)

6. Community Value
 Citizenship
 Believing in a process whereby an individual and/or
group become responsibly connected to the
community and to society through some activity.
 Recognizing individuals and groups have
responsibility for the welfare of others.

7. JFK SPEECH
ask not what your country can do for you;
ask what you can do for your country

8. COLLABORATION
• Collaboration – The social change model
defines collaboration as, “working together
toward common goals by sharing
responsibility, authority, and
accountability in achieving these goals.”

9. COLLABORATION
Not to be confused with…
• Competition
– Work hard to do better than others
• Co-operation
– helps each party to achieve its own
individual goals, not common goals
• Compromise
– involves a party losing something in
order to accomplish goals

10. COLLABORATION
Is about…
• Common Aims, Vision
• Sharing Responsibility, Commitment
• Focusing on Talents, Synergy
…in order to DO something!

11. DIVERSITY
• Diversity is an essential part of
collaboration and multiplies
group effectiveness by taking
advantage of multiple talents
and points of view to generate
innovative ideas and solutions.

12. DIVERSITY
• Individuals of diverse backgrounds
bring unique values, learning
styles, opinions and attitudes to
a group.
• Although challenges may arise, the
benefits outweigh them
significantly.

13. MAKING IT WORK
• Personal Work
– understanding one’s own values and
beliefs as well as developing
Consciousness of Self

14. MAKING IT WORK
• Building Trust
– informal exploring (getting to know other
people’s values and backgrounds),
– sharing ownership (members must take
control of the leadership process),
– celebrating success (helps promote
energy and renewal),
– creating powerful, shared experiences to
bolster group goals

15. MAKING IT WORK
• Communicating
– Listening
– Paying attention to what others have to
say
– Communicating Early and Clearly
– Using Observations

16. Kolb Model

17. AFTER
SESSIONS 1,2,3
• Has your understanding of Leadership
changed?
• Do you have a clearer picture of what the
LDP is about?
• What are your expectations from the LDP?
• Do you feel you have started to change?

18. DISCUSSION QUESTIONS

19. SESSION 4
COMMON PURPOSE

20. OBJECTIVES OF SESSION 4
• By the end of this session, participants
will be able to:
– Describe the three key components of Common
Purpose
– Engage others within a group to generate
shared Visions, Aims and Values
– Identify or Develop Common Purpose within
groups that they are part of
– analyze the role of common purpose within other
aspects of the Social Change Model of
Leadership Development

21. THE MODEL
Group Values
• Collaboration
• Common
Purpose
• Controversy
with Civility
CHANGE
• Conscience
of Self • Citizenship
• Congruence
• Commitment
Individual Values Society / Community Values

22. Group Values
• Collaboration:
– Working with others in a common effort, sharing
responsibility, authority, and accountability.
• Common Purpose:
– Having shared aims and values. Involving others in
building a group’s vision and purpose.
• Controversy with Civility:
– Recognizing 2 fundamental realities of any creative
group effort
• 1) differences in viewpoint are inevitable
• 2) such differences must be aired openly but with civility.

23. WHAT IS COMMON
PURPOSE?

24. COMMON PURPOSE
• Common Purpose has 3 key components:
– its occurrence within groups
– its presence in shared visions, aims, and
values
– and its role in working with others.

25. COMMON PURPOSE
1 - Groups
What is a Group?
– Groups contain more than just a single
person
– Groups strive to achieve a certain
purpose or goal
– Groups involve some sort of interaction,
cooperation, or commitment to the
common goal

26. COMMON PURPOSE
2 – shared Vision, Aims, Values
Definitions
• Vision: What is the group’s ideal future?
• Aims: Why does the group exist?
• [Core] Values: How do group members
agree to treat themselves and each
other

27. COMMON PURPOSE
2 – shared Vision, Aims, Values
CP is a Steadying and Bonding Force if
• it has truly originated from the group
• the group is truly invested in that
common purpose
• it is fully embraced by all members of a
group, not just its leaders.

28. COMMON PURPOSE
3 – Working Together
• Decision making: 6 methods, depending
on context, the type of decision, and
time available for discussion
– Decision by authority without discussion
– Decision by authority after discussion
– Expert member
– Average members’ opinions
– Majority control
– Minority control

29. COMMON PURPOSE
3 – Working Together
Decision making – Consensus
– does not necessarily imply that everyone is
satisfied
– requires that all team members have been
given the opportunity to share their
thoughts, are comfortable with the
decision, and are willing to support its
implementation (Rayner, 1996).
– can be a very difficult thing to achieve and
is not necessarily always the best option.

30. COMMON PURPOSE
Related Concepts :
• Personalized vision - Created when the “person in
charge” comes up with their own vision or plan and
passes it on to other group members or subordinates.
• Socialized vision - Constructed when group
members collectively contribute toward developing
their group’s purpose and aims.
• Consensus - Method of group decision-making in
which all group members have had the opportunity to
voice their concerns and are comfortable enough
with the decision to support its implementation,
regardless of whether all or most group members
fully agree with the decision (Rayner, 1996).

31. COMMON PURPOSE
Challenges
• A person’s inflexibility with engaging
others in their own personalized vision.
• A group becoming paralyzed within the
process of developing a socialized vision.
• Regularly revolving memberships make it
difficult to keep the group’s vision and
common purpose meaningful.

32. LINKS WITH THE 6 C’S

33. The Model

34. INTERACTIVE SESSION

35. BREAK

36. INTERACTIVE SESSION

37. INTERACTIVE SESSION

38. Q&A
FEEDBACK