Learn on the Move | 3 of 5 | High-Performing, Purpose-Driven Teams

Feb 17, 2025

Discover how to lead effectively within teams, even without formal authority. Explore the Connected Leadership Framework for aligning personal purpose with team goals. Learn about the strategy pyramid to create a shared vision and prioritize tasks. Gain insights into active listening and delivering impactful feedback using the SBIFF model. Delve into purpose mapping to align individual and team missions. Uncover techniques to manage team dynamics and foster collaboration for lasting impact.

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INSIGHT

Strategy Pyramid Aligns Purpose And Action

A strategy pyramid ties vision and mission to values, priorities, potential, and strategies for coherent team action.
Purpose should lead and values should underpin how the team shows up to make strategy work.

ADVICE

Craft A Short Vision And Mission

Keep vision big and bold and write mission as the concise chosen path to the vision.
Use three to fifteen words and pair the words with a strong visual to increase recall and emotional engagement.

ADVICE

Flip Bad Values To Find Good Ones

Flip the negative values you disliked on past bad teams to surface positive team values.
Use those flipped phrases as starting points to co-create the team's shared values and behaviors.

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In this episode, Peter Boyd explores how the Connected Leadership Framework helps individuals maximize their impact within teams. Building on previous discussions of personal purpose and priorities, Peter delves into team dynamics how to bring a purpose-driven approach to work, establish clear priorities, and create a shared vision for success. He introduces key tools, including the strategy pyramid, to align team values, mission, and progress. The episode also covers leadership skills such as active listening, constructive feedback, and stakeholder mapping to enhance influence and drive organizational change. Whether leading formally or informally, listeners will gain insights on fostering collaboration, navigating challenges, and creating lasting impact.

• Guy Kawasaki’s “Art of the Start”: Cited for his idea that an organization’s purpose is more powerful as a short mantra rather than a long paragraph.

https://www.amazon.com/Art-Start-2-0-Time-Tested-Battle-Hardened/dp/1591847842

https://www.barnesandnoble.com/w/the-art-of-the-start-20-guy-kawasaki/1120058655

• TED’s Through Line Concept (Chris Anderson): The TED founder’s requirement that TED talks have a clear, concise through-line of 15 words or less.

https://www.youtube.com/watch?v=-FOCpMAww28

• Peter Diamandis’s MTP (Massively Transformative Purpose): Cited as a helpful frame for thinking about organizational and personal vision and mission.

• Brené Brown’s “Atlas of the Heart”: Referenced when discussing the artistry of a map and the interaction between different layers of leadership.

• Harvard Business Review Article by Togle and Barso (2016): Cited in the context of team conflict, particularly differentiating between good and bad conflict, and the importance of shared values in team dynamics.

• Character.org’s VIA (Values in Action) Survey: Recommended as a personality assessment tool with strong academic underpinnings to help individuals identify their personal values.

• Quinn and Thacker’s Harvard Business Review Article: Cited as a source for creating a purpose-driven organization.

• Bailey’s Medium Article on “How Great Founders Present Their Vision”: Referenced in the context of how founders can clearly communicate their vision and mission.

• Comedian Michael Jr.’s Video: Recommended for its insight into how knowing “why” behind a task can change how it is performed. Viewers are advised to watch from 1:25 for a sub-two-minute clip.

• “Connect” by David Bradford and Carl Robbins: Described as a helpful resource on interpersonal dynamics, suggesting that feedback can be given to anyone at any time if done correctly.

• Center for Creative Leadership’s SBI Model: This framework (Situation, Behavior, Impact) is recommended as a method for giving and receiving feedback.

• The Johari Window by Joseph Luft and Harrington Ingham (1955): Referenced as a conceptual framework to explore self-awareness, personal development, and interpersonal relationships.

• Ladder of Inference by Chris Argyris: Mentioned as a framework for understanding how people draw conclusions based on limited observable data.

• Max Landsberg’s Tower of Leadership (1970s/1990s): Used as a conceptual tool to plot team members based on skill and will, identifying how to manage different team members accordingly.

• Dale Carnegie’s Concepts on Leadership (1920s): Referenced regarding how giving high-influence supporters tasks can increase their investment in an agenda or cause.