The purpose pyramid is one of the simplest and yet effective communication models for introducing a presentation, opening a meeting or organizing your thoughts that there is. It is so simple, in fact, that no one seems to take credit for it though you will find it in the work of many communications gurus. The four questions in the pyramid aren't special by themselves, but together they offer a powerful way to connect what you want to do with the goals and needs of your organization, no matter what business you are in or function you perform. Why? + What? + How? + Who? = Alignment. The Purpose Pyramid makes it easy for you to structure your communication - in any situation.
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Why?
Why is where you share or remind your team about the deeper meaning and purpose of the organization. This is the reason that energizes you and your colleagues as well as your customers. What’s your why? Your purpose is best when it brings the energy of your team together and they can all see themselves in it. It should also attract internal and external customers to your work.
A band plays music, by definition – but wouldn't you rather see a band whose purpose is to give you high energy and a memorable musical experience?
At a more nuts and bolts level, you can also apply the why to day-to-day interactions and situations. An example could be to state the purpose (why) of a meeting on the agenda for everyone to see. If there is a question about being on track, the team can refer to the mutually agreed purpose of the team.
What?
What refers to the tasks you and your team need to get done to contribute to making your purpose a reality. At their best these tasks are things you can track and observe easily so all can know when it is accomplished. For example, to have better meetings is not a clear task. Having everyone contribute to the meeting is a clear task. The SMART principle is a great model to use, just remember they should in some way contribute to achieving your purpose.
An example could be to make task identification a two-step process. Instead of automatically identifying who should complete a task at the same time as identifying the task, outline just the tasks first. Going through the how before identifying who will help team members to know what they are committing to.
How?
How is where you turn to your method, approach or process, How will you get your tasks accomplished? For example, sticking with the “better meetings” example, if my task is to have everyone contribute to a meeting, I could tell the team members I expect them to contribute and hope for the best or I could use a polling technique in the meeting to give each attendee the space to speak uninterrupted.
If a task is complex, the “how” could be a process or procedure that helps to complete the task effectively and efficiently. If you have standard operating procedures in place, this is the time to stress their use.
An example could be to identify the resources and process necessary to complete a task before asking who will do it. Leaders get a chance to offer support to the team and may encourage team members to accept a stretch task because they know how they will be supported.
Who?
Who refers to the individual and collective commitments or expectations that match your team to the tasks at hand. In most meetings the who stage tells how well we’ve done the other stages. If team members recognize and connect with their purpose, the necessity of a task and the process and resources to get it done, it’s a lot easier to agree to do them. With the clarity you’ve built earlier, it is easier for you to ask for what you want while committing to do what is necessary to support your team. A great question at the end of a meeting is “what have we agreed to do?” to check agreements without sounding like a task master.
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And/or let me know of any other useful communication tools that always work for you. I look forward to hearing from you!
