Find Your Why: a practical Guide for Discovering Purpose for You and Your Team pdfdrive com

rising to senior positions. Emilio, for instance, has become head roaster, a position that has
allowed him to pull his family out of poverty. The initial opportunity transformed Emilio’s life and
has also inspired those around him, so they now see possibility where before they did not.”

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Give the teams a total of fifteen to twenty minutes to discuss conversation 3. At this point, your
role as facilitator is to stand back; you should intervene only when a team needs help to stay on
track. You may notice that this conversation, in particular, elicits intensely emotional responses
from participants. We’ve seen some of the toughest businessmen become teary-eyed when given
the chance to pause and think about the difference they’ve made, through their work, at a
fundamentally human level. Even people who seem cool and unemotional during the workshop
may approach you afterward to confess privately how moved they were. When people experience
these kinds of feelings, whether they realize it or not, their connection to the organization’s WHY
is being reinforced.
Reporting Out: Capturing the Impact
(
20–30 MINUTES)
As with the other conversations, after the discussion wraps, teams will share their responses to
conversation 3 with the larger group. Now it is time for you to take a more active role. You will
need to be fully engaged, listening and summarizing. Allow twenty to thirty minutes for the
remainder of the exercise.
To begin, have two fresh flip charts at the front of the room—you’re going to need the space.
Invite each team to share their output from conversation 3. Your job is to listen for the single line in
each response that encapsulates the impact of the action, the difference it made in the lives of
others. Make note of these on your two flip charts so everyone can see them. Just as with
conversation 2, if teams come up with similar impact statements, group those phrases together or
mark them with an asterisk. Your task is to summarize in a phrase that reminds everyone of the
impact and the underlying story. So for the La Marzocco examples, we might have written down:
Building the community. (Andrija’s coffee shop inspiring new businesses.)
People feeling more valued and fulfilled in life. (Elisabeth and the coffee farm.)
People seeing possibility where before they did not. (Emilio becoming head roaster.)
After every team has had the chance to share, bring together all the output you have gathered
during the session. That includes the one flip-chart page containing all the verbs/action phrases
generated from conversation 2 and the two flip-chart pages with impact statements generated
from conversation 3. Position those flip charts at the front of the room so all can see them. You
now have everything you need for what comes next: drafting the Why Statement.