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

Break
(
15 MINUTES)
Managing the energy in the room by scheduling breaks is important. Equally, we want to avoid
having breaks that last too long, because this can cause the group to lose momentum. Every
group and session will be different and your job as facilitator is to recognize the appropriate times
to call a break. We generally have one break after conversation 2. It’s up to you as the facilitator
to decide what’s best. Setting up the room properly and having refreshments and amenities on
hand will help breaks run on time.
CONVERSATION 3: WHAT’S YOUR IMPACT?
(
15 MINUTES)
After the break, have everyone return to their small teams to work on conversation 3. There’s
usually quite a buzz in the room by this point. People will have started to connect to the work they
do in a different, more meaningful way. This third conversation is designed to deepen that
connection.
What did the contributions of your organization allow others to
go on to do or be?
(Think about how people’s lives were different after they interacted with your organization when at
your best.)

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As people consider their responses, instruct them to refer back to their stories from conversation
1. Again, the goal here is for each team to build on its earlier stories by focusing on the impact of
the contributions they described. Urge them to think about the specific people in their stories.
What were those individuals able to do or become as a result of the organization’s actions?
Remind the group that this is not about numbers or other metrics. What you are looking for is the
larger impact, the real human impact. You’ll know that they have begun to hit on this when their
responses become visceral and emotional. Using a blank flip-chart page, they should record a
sentence or phrase that captures the impact of those contributions.
FACILITATOR TIP
Sometimes when people get into this conversation they tend to diminish the impact they and their
organization have had on the lives of others. They may even talk about their competition and how
those companies do the same thing. If this happens, bring them back to their stories. The
competition may have a similar WHAT, but it doesn’t have the same WHY stories. The Tribe
Approach is not about the competition. It’s about determining what this organization believes in
and WHY it exists. Before we can stand out, we must first get clear on what we stand for.
To get an idea of what this looks like in practice, check out some of the things the La Marzocco
group said about its organization’s impact. We’ve reprinted their stories from conversation 1 (in
italics) along with their answers to conversation 3 so you can clearly see the connections between
the two. (These written answers are more detailed than what we’d expect to see on teams’ flip
charts. We’ve expanded the group’s answers a bit to help them make more sense as you read
them now, out of their original context):
“In 2009, we held our first Out of the Box event. This is where we brought together our partners from