Obviously, there is a direct link between motivation and purpose, and, between purpose and behavior. Obviously, motives, purposes, and behavior varied significantly among those centrally involved in events which occurred on September 11, 2001. Some flew planes into buildings to kill as many people and create as much damage as possible; others (passengers aboard United flight 93) sacrificed their own lives to save others'. My point is, that there are all kinds of purposes...and then there is Purpose as Nikos Mourkogiannis defines it: "Purpose is your moral DNA. It's what you believe without having to think. It's the answer you give when you're asked for the right - as opposed to the factually correct - answer."
Mourkogiannis carefully organizes his material within three Parts. In the first, he introducing the dimensions of what he considers Purpose to be, explains its real value, and then suggests what Purpose is not. In the second, he shares "great stories" of Purpose, citing as examples, Thomas Watson, Sr., Warren Buffett, Sam Walton, Henry Ford, and Siegmund Warburg. Then in Part III, Mourkogiannis explains how Purpose builds greatness. And examines its relationship, indeed its interdependence with a high level of morale, breakthrough innovation, competitive advantage, effective leadership, and productive action.
Ford exemplifies those who have purposes which are both admirable and contemptible. When testifying as a defendant in a lawsuit, he was asked what he was trying to do. "Ford replied that he was trying to employ as many workers as he could, give them good wages, provide the public the benefit of a low-priced car, and `incidentally make money.'" He lost the case. However, over time, "Ford's Purpose devolved into a non-competitive strategy. The whole management team could share Ford's Purpose, but once the competitive started to change [to his company's disadvantage], that lockstep commitment didn't matter. Ford was not interested in innovation, or making customers happy, or even excellence for its own sake. Ford's Purpose made it hard for him to adapt." As a result, Ford became more and more isolated, "while the organization was held together by its own momentum, or even fear, rather than by Purpose." Ford refused to change or grow. "And so the hero outlived his Purpose."
Throughout Mourkogiannis' comprehensive, eloquent, and probing narrative, he includes a number of reader-friendly devices which focus on a cluster of key points. For example, on page 153, he provides "four preparations that always have to be made for any collective action" and comprise the acronym TIME: Think (i.e. devise a direction or outline plan), Inspire (i.e. generate collective support for the given direction and the nature and extent of action required), Mobilize (i.e. make certain that everyone involved agrees to cooperate and to accept specific roles and their inherent obligations), and Empower (i.e. devise and establish the systems needed to achieve and sustain momentum). In the same chapter, "purpose and Leadership," Mourkogiannis also includes several "table," each of which consists of a checklist. For example, "Seven Questions to Discover Purpose" and "How to Discover Purpose and Develop Strategy." I think these and other devices will be facilitate and accelerate review of key points, a process which should be conducted frequently and carefully.
I agree with Mourkogiannis that Purpose (as he defines it) is the primary source of achievement, reveals the underlying dynamics of any human activity, and is "all that successful leaders want to talk about - although they do not use the word itself." I hope that this brief commentary has not incorrectly suggested that this book is simply an anthology of simplistic generalities, bromides, clichés, etc. On the contrary, Mourkogiannis' observations are in response to specific, sometimes unpleasant realities, and his suggestions are eminently practical. That said, I feel obligated to add principled application of his recommendations must have Purpose, as must the objectives to be achieved, and those embarked on this process must anticipate and be fully prepared for the difficulties which inevitably await them. They must themselves possess Purpose individually and cultivate it in others.
Those who share my high regard for this volume are urged to check out Jim Collins' Built to Last and Good to Great, Michael Ray's The Highest Goal, James O'Toole's Creating the Good Life, David Maister's Practice What You Preach, Lao Tsu's Tao Te Ching, David Whyte's The Heart Aroused, and Rick Warren's The Purpose-Driven Life.