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September 21, 2010

Common Purpose
How Great Leaders Get Organizations to
Achieve the Extraordinary
Joel Kurtzman

©2010 by Joel Kurtzman

Adapted by permission of Jossey-Bass
ISBN: 978-0-470-49009-9

Introduction
In Common Purpose, Joel Kurtzman utilizes his 30
years of experience to explore the central question of
leadership: what is common purpose, and how can
it be achieved? When a leader coalesces a group in
an organization to achieve a central goal, this is what
Kurtzman defines as common purpose. When the
organization’s tools, values, and objectives are inter-
nalized by each individual, common purpose can be
achieved.
Common Purpose and the Leadership
Disconnect
Common purpose is when a leader transforms a group
and makes it reach towards a goal. The leader reiter-
ates the goal, holds the group together, and directs the
action. Leaders should not stand on the outside of the
group but should be very much a part of the group.
Bonding with the group as a whole is critical for a
Business Book Review® September 21, 2010 • Copyright © 2010 EBSCO Publishing Inc. • All Rights Reserved
leader’s success. Not only must the leader be willing
and able to make this connection, they mush also be
able to sense the emotional tone of the group. Great
leaders create a sense of inclusiveness by utilizing
tools such as their own emotions, arguments, ideas,
and numbers, but in disciplined ways.
Those organizations that rely on the “us versus them”
frame of mind are bound for some degree of failure.
Leaders are expected to solve problems with minimal
response time, but thinking in traditional hierarchal
terms can hinder overall purpose. A traditional hierar-
chy means a division of leaders and followers, where
those at the senior level tend to look at any informa-
tion provided by their subordinates with insolence.
Kurtzman cites the FBI’s response to 9/11 and the
Enron scandal as examples. In both cases, information
presented by a subordinate was practically ignored,
and this led to disastrous results. Organizations with
Common Purpose Joel Kurtzman
traditional hierarchal structures not only crumble due
to inaction upon presented information, they can also
slow because of missed opportunities.
Avoiding the Toxic Work Environment
and Retaining Talent
Retaining talent is also vital to an organization’s suc-
cess. Toxic work environments can impact employees
on a large scale; a negative work environment can
affect health, creativity, mood, and productivity.
Kurtzman mentions that people generally want to be
part of a winning team. People often yearn for rec-
ognition when they do a good job. In his experience,
leaders hold people back when they crave power and
do not delegate responsibilities. Hoarding power
leads to less assistance overall, since people will not
feel at liberty to help. It also creates second-guess-
ing and mistrust. During his research for an annual
survey of CEOs around the world, Kurtzman found
a general, growing mistrust of leaders. CEOs were
skeptical of employees’ advice, how well they man-
aged risks, and were worried whether the financial
figures they reported were reliable.
According to Kurtzman, now is a good time to recre-
ate and address corporate hierarchies as well as the
mistrust and confusion they create. Kurtzman notes
the reason many strong organizations have failed is
due to leadership issues. Negative leadership tends to
perpetuate itself and can carry on for years. Kutzman
notes GM as an example. Peter Drucker’s 1943 study
on GM was compiled into his book, The Concept of
Corporation. Drucker pointed out that GM’s impend-
ing leadership troubles could be turned over by being
open to criticism and complaints from both their cus-
tomers and their dealers. However, Alfred P. Sloan,
GM’S CEO and chairman at the time of the study,
ignored the advice. By being responsive to outside
criticism and moving towards a common purpose,
GM could have avoided problems. Kurtzman com-
pares GM to Toyota, a company he considers to be
moving towards a common purpose.
During the environmental movement of the 1970’s,
GM tried to work with the government to restrict
fuel-efficient Japanese imports. They opposed fuel
economy standards and ignored environmental con-
cerns. This, Kurtzman says, was the beginning of
Business Book Review® September 21, 2010 • Copyright © 2010 EBSCO Publishing Inc. • All Rights Reserved
Key Concepts
In Common Purpose, Joel Kurtzman explores
the power of setting and achieving common
goals within organizations. He defines common
purpose as when a leader encourages everyone
in the organization to reach towards a goal and
then keeps the group together and directs the
actions to achieve that goal. Kurtzman brings
up the following points:
• Many people are more eager to work with
an organization with a clearly defined
common purpose and a positive work envi-
ronment as opposed to taking a position
merely for higher pay.
• Overly competitive organizations, micro-
managing, and not being receptive to ideas
can result in a toxic work environment.
• Successful leaders utilize a blend of empa-
thy, positivity, listening skills, and the
transfer of knowledge to incite the organi-
zation to achieve a common purpose.
• An amalgamation of senior level and
younger employees helps companies create
and take advantage of new ideas.
g g g g
Information about the author and subject:
www.kurtzmangroup.com
Information about this book and other business titles:
www.josseybass.com
Related summaries in the BBR Library:
How the Best Leaders Lead
Proven Secrets to Getting the Most Out of
Yourself and Others
By Brian Tracy
Purpose
The Starting Point of Great Companies
By Nikos Mourkogiannis
Page 2
Common Purpose Joel Kurtzman
GM’s downfall. His view is that if leadership issues
would have been handled early on, they may have
avoided bankruptcy and the ridicule associated with
Rick Wagner’s (GM’s former CEO) private jet plane
trip to Washington to ask for tax-
payer bailout money. Organizations are
Why is this happening to corpo- achieving goals that are beyond the capability of an individual
rate giants? Kurtzman says their to accomplish alone.
decline is due to poor selection of
leaders or failure to provide leaders with the means
to prevent disasters. Also, talented people tend not
to stay with poorly led organizations; therefore, high
turnover rates are prevalent. It is also important to
note the factors that can destroy organizations:
• not adapting to change
• being too rigid
• insularity
These factors can all play a role, but a good leader
should know if their organization is inhibiting or pro-
moting progress.
People want to have a shared interest that aligns with
the organization. People want to grow and be chal-
lenged, and they need the tools and capabilities to do
so. The organization should keep these goals alive,
as well as ensure that interests are well balanced.
About the Author
Joel Kurtzman has more than 30 years of experi-
ence working with, interviewing, and consulting
CEOs of some of the world’s largest compa-
nies. He is chairman of the Kurtzman Group, a
research and consulting firm. He is also a senior
fellow at the Milken Institute and Wharton’s SEI
Center for Advanced Studies in Management.
He is an advisor to the World Economic Forum
and to the United States Council on Competi-
tiveness. Kurtzman has past experience as the
editor of the Harvard Business Review, editor and
columnist at The New York Times, founder and
editor of strategy + business, and a columnist at
Fortune.
Business Book Review® September 21, 2010 • Copyright © 2010 EBSCO Publishing Inc. • All Rights Reserved
Organizations that value talent stand the test of time.
People who work in these kind of successful firms feel
as though they are expanding and feel as though the
firm has a common purpose.
simply ways people have developed for
Good leaders provide space, responsibility, and
provide resources, yet hold people accountable.
Kurtzman mentions Jean-René Fourtou, former
CEO of Rhône-Poulene and Vivendi Universal, who
believes everyone in the organization is an individual.
Fourtou also says that negative people who cannot
change must be let go; they hinder the progress of
achieving goals.
Ramit Varma and Jake Neuberg of Revolution Prep,
a college and graduate student preparation program,
agree. Leaders, they say, should be open to criticism
and challenges, but those who do not share the orga-
nization’s purpose or who are perpetually negative
must be dismissed.
Replacing Traditional Hierarchy
Structures
Simon Cooper, CEO of Ritz-Carlton, uses a method of
leadership he dubbed “scriptless service.” Since hotels
cater to a wide variety of clients, problem-solving
scripts are not effective or practical. Scriptless service
means staff must think on their feet. This means more
diversity because employees must be able to think
for themselves while keeping the company’s mission,
brand, and common purpose in mind. Everyone at
Ritz-Carton is considered a leader and is responsible
for creating the best possible experience for guests.
This type of leadership, says Kurtzman, is about
making decisions on behalf of the organization and
taking risks to please the customer. Navy Vice Admi-
ral Arthur Cebrowski, who argued that the field
dynamic of U.S. combat troops changed due to tech-
nology, used a similar approach. Small groups of
soldiers no longer employed the “seek and destroy”
method. Instead, they sought out the enemy and were
presented with quite a few options to move forward.
Employees today are now presented with more diver-
Page 3
Common Purpose Joel Kurtzman

sity, which forces them not only to think on their feet,
but also to do so while keeping their organization’s
value and purpose in mind. People should make
decisions based on their understanding of the organi-
zation, along with the experience associated with its
identity or brand.
Internalizing the Common Purpose
Message
How does a leader convey a company’s common pur-
pose? It starts at the top; if a great leader sets a great
example, it will be replicated throughout the whole
organization. Feedback is also important; it lets people
Kurtzman makes an example out of Shivan Subrama-
know how close they come to the standard. Common
niam, the current chairman and CEO of FM Global.
purpose requires a common goal from every worker,
Subramaniam treats everyone with respect, is serious
as well as communication of what is expected and
about his commitments, and does not treat himself
feedback when goals are carried out accordingly.
differently compared to the rest of the firm. He is
Common purpose organizations hold to the view that knowl-
edge is developed and embedded throughout the organization,
not just at the top.
Kurtzman analyzes one company in particular
because of its success in customer service, underwrit-
ing, positive working relationships, responsiveness
of claims processing, and willingness to pay claims.
FM Global has a high retention rate (95 percent in
2008) and is at the top of the list in its field of property
insurers. Kurtzman speculates the reason behind FM
Global’s success is due to its founder, Zacharia Allen,
who coined the term “preventable losses.” Instead of
insuring against risks, FM Global strives to prevent
problems.
Kurtzman considers FM Global a common purpose
organization. The culture is built around consensus,
so opinions are heard and taken into consideration.
Listening and communication are both paramount to
leadership. This transfer of knowledge from one client
to another is one of the key elements to FM Global’s
success.
Modeling Behavior After the Leader
Leadership must saturate all levels of an organization
if it is to be successful. Great leadership, says Ronald
Heifetz, psychiatrist and leadership expert at Har-
vard, is distributed. Starbuck’s, for example, has seen
great ideas come from innovative people working at
Business Book Review® September 21, 2010 • Copyright © 2010 EBSCO Publishing Inc. • All Rights Reserved
individual stores.
People in organizations tend to emulate their leaders.
Kurtzman says people watch their leaders carefully
and often copy their worst characteristics along with
the best ones. This concept is backed up by V.S. Ram-
achandran of the University of California, San Diego,
who says humans have mirror neurons. These neu-
rons are in place so we can observe and copy the
behavior of others. As a result, it is suggested that
leaders must only exhibit behavior they wish to see
emulated.
also willing to work outside of his
comfort zone and is more inter-
ested in helping employees make
their own decisions. Subramaniam
believes in mixing with everyone
in the company to avoid barriers.
Keeping and Appreciating Leaders
Retaining leaders is not always easy. New talent will
bring new ideas, which can be beneficial to an organi-
zation, but each time an experienced executive leaves,
it can lead to loss of knowledge. Leaders must feel
as though they are challenged, wanted, and needed.
Kurtzman has a few suggestions on how to retain
leaders: find them early, acknowledge their accom-
plishments, educate them, let them communicate
with top leaders, respond with an offer if they attempt
to leave, and reward them with new challenges. As an
example, Colgate-Palmolive strives to integrate their
leaders into the firm by inviting them to meetings and
presentations, as well as dinner with the CEO.
To have a successful organization, trust and an under-
standing of each other’s strengths and weaknesses are
important in leaders. Kurtzman found that a com-
pany’s success is increased by as much as 30 percent
when the founders have worked together in the past
and know each other well. Kurtzman refers to this
group as a homogeneous group.
In a case of longevity or homogeny, the key to working
together is trust. To maximize the upside of a stable
Page 4
Common Purpose Joel Kurtzman

foundation, leaders must have their teams focus on abilities in a way that is balanced. While the invest-
the common purpose of the organization. Companies ment in education may be large, it is well worth the
that are able to make quick, efficient decisions due so return as long as the training falls in line with the
because they have a common purpose, a common lan- organization’s purpose.
guage, and an effective way to set decisions.
Creating a culture of leadership is just as crucial as
FM Global has stability in employment because the continuing education. Everyone within the organiza-
leaders are not overpaid and employees share in the tion should have the same goals. Character, integrity,
success of the company. They have also devised a pro- and honesty are all crucial leadership characteristics.
gram call “off-boarding” so when someone does leave Deciding whether the individual fits can be difficult to
the organization, the company attempts to under- determine; some may have high IQs, but their ability
stand why. to work well with people is also very important. Top
performers know how to work with other people and
Kurtzman refers to FM Global as a flat, or “script-
are also skilled at building support networks. Accord-
less” organization, in which inexperienced people
ing to Kurtzman, organizations should not only focus
feel comfortable calling on more experienced employ-
on training, they must also train people to improve
ees for assistance. To make this kind of organization
their communication skills. Communication can yield
work, leaders should encourage respect. They should
positive results when organizations face a problem.
also encourage their employees to make decisions
and train them efficiently so
these employees feel comfortable Even at the highest levels of an organization, the job of leaders
making decisions on their own. is to bring out the best in people on [their] team and to coach
Employees should also feel com-
them into using all of their talents.
fortable asking for advice.
Leaders are responsible for setting goals, measuring
A leader’s ability to build a support system to execute
progress, holding people accountable, and removing
their plan is also a very important element in the
obstacles to success. They should convey to the orga-
company’s overall success. For example, former CEO
nization that everyone is a leader and a contributor,
Jean-René Fourtou of Rhône-Poulenc made it a point
and that everyone has a say and a share in creating
to connect with the top executives three times a year.
value in the organization. The leader’s job is to help
This method proved to keep people in touch without
everyone in the organization do their jobs. Good
being too intrusive. These meetings allowed ideas to
leaders should be accessible. For example, Gordon
be presented in a casual environment, as well as pres-
Bethune of Continental Airlines invited people at all
ent an opportunity for everyone to get to know each
levels to his office for pizza lunches. Michael Bloom-
other better. FM Global employs a similar strategy,
berg of Bloomberg LLP put his desk in the middle of
holding conferences so the firm’s world leaders can
the newsroom. Leaders should be a part of the team,
meet with each other, discuss ideas, communicate the
not outside of it.
firm’s culture, educate and train each other, facilitate
The Leadership Culture networking, and have fun.
Valuing employees is just as important as educating
The “Us Versus Them” Mentality
them. Learning organizations work well, Kurtzman
Organizations that take on an “us versus them” men-
says, because knowledge increasingly becomes obso-
tality are setting themselves up for failure. Kurtzman
lete. Education and training will keep the individual
suggests focusing on the people the organization
aligned with the organization, and education to cus-
wishes to serve instead of worrying about the compe-
tomers, results in longer relationships. Leaders at
tition. Kurtzman suggests too much competitiveness
every level need to take charge of their careers if they
energizes the opponent. This results in justification to
wish to grow and flourish. The individual, team, and
create a coalition against the competitive organization.
the entire office should strive to upgrade talent and
For example, Microsoft’s early days of highly compet-
Business Book Review® September 21, 2010 • Copyright © 2010 EBSCO Publishing Inc. • All Rights Reserved Page 5
Common Purpose Joel Kurtzman
itive growth strategy eventually resulted in the Justice
Department calling them out for unfair competitive
practices. Their fight for supremacy against Netscape
created more opposition, further fueled by opposition
from the entire industry and even the government.
While Microsoft improved its approach, Kurtzman
believes many organizations can learn from this
example. The right kind of incentives must be in place;
if not, competitiveness can perpetuate and it will
create an environment where people will do anything
to succeed. Rather than focusing on the competition,
leaders should focus on what they can do for their
clients. This means being flexible and being commit-
ted to solving their problems. Great leaders also set
up programs so leaders at any level can assist their
clients. They should study the competition and fulfill
needs in an improved way.
Common purpose leadership, at its most basic
recognizing people as individuals.
Even without much difference in products, compa-
nies can still outcompete their rivals. In his article
“How to Brand Sand,” Sam Hill discusses this point
with an example of Australian’s Wheat Board. The
company could demand higher prices without under-
cutting farmers from other countries simply because
their product had few impurities. Companies that
are willing to go above and beyond for their custom-
ers will be more successful than the company that
is highly focused on destroying what they perceive
as the enemy in the industry. The luxury hospitality
industry is an example Kurtzman uses often; success-
ful companies such as Wynn Resorts and Ritz-Carlton
focus on the customer’s experience rather than the
competition.
Positivity Goes a Long Way
Positive thinking is another way to permeate the
common purpose throughout the organization. Fear
and negative emotions close people down. However,
positive emotions result in an open atmosphere where
people are receptive to guidance, ideas, and new ways
of thinking. They are also more likely to take risks.
Apple, a company that really believes computers will
make the world better, also maintains a positive envi-
ronment. For example, they were very receptive to the
Business Book Review® September 21, 2010 • Copyright © 2010 EBSCO Publishing Inc. • All Rights Reserved
idea of introducing Mac to other countries. Steve Jobs’
positive creativity and his vision permeated through-
out the organization, and people emulated it.
An organization’s environment can be much more
positive when rude behaviors, lack of respect for col-
leagues, and dismissive attitudes are dealt with. The
highly competitive nature that is often present with
companies in the same industry can also be found
within the company. Compared to GM, Ford, and
Chrysler, Porche has made risks and has been open
to new ideas, thus resulting in their success. Detroit’s
“Big Three,” on the other hand, are not receptive to
advice, even if it is within their own organizations.
This kind of negative behavior, Kurtzman notes, is a
large reason the American car companies are suffer-
ing.
This kind of toxic environment
also breeds discord, disruption,
level, is about
and jealousy between employees.
Richard Boyatiz, a business pro-
fessor at Case Western Reserve
University, notes that some firms can become toxic
places to work because of negative attitudes from
leadership. Dedicated leaders with a solid determina-
tion to succeed and a willingness to inject hope into
the organization usually see positive results, Kurtz-
man says. People within the organization should be
willing to work together to solve problems.
According to Boyatzis, resonant leadership means a
leader who is in tune with his or her organization. An
overall sense of hope and a positive emotional tone
help an organization reach its goals. Boyatzis notes
that high levels of dissidence, or quarrelsome objec-
tionable attitudes, keep organizations from reaching
their goals and relates to the high levels of stress
within an enterprise.
Boyatzis states that people need challenges to face, but
they need to be left alone to accomplish their goals.
People can actually become physically ill in a toxic
work environment, leading to a high turnover rate.
The Learning Organization
The transfer of knowledge is also crucial to an organi-
zation’s success. Leading is a mental game, Kurtzman
says, and leaders should have people who join them
in pursuit of a shared goal, not just following their
Page 6
Common Purpose Joel Kurtzman
leader. The mental aspect of leadership can be found
in negative and positive examples. Organizations
sometimes exploit fear to accomplish goals; for exam-
ple, it has been speculated that President Bush used
the color-coded terrorist warning system to boost his
popularity. On the other hand, IBM’s positive leader-
ship and long-running success is due to a group of
individuals who can freely think and who align their
interests in pursuit of a common goal.
People have a desire to collaborate now compared
to a few years ago. Before everyone was linked elec-
tronically, leaders often organized and developed
information and hoarded it. This meant followers had
far less information than their
leaders. Great leaders are
their intellectual capital, constantly generating and developing
Kurtzman discusses three types
of leaders: new ideas.
1. Strategic leaders are often long-term thinkers,
have analytical skills, and work well with num-
bers.
2. Operational leaders often think in terms of oper-
ations; they make sure everything runs on time,
processes are adequate, and that everything is in
place.
3. Bridge-builders connect people, transfer knowl-
edge, and help people within their organization
achieve goals.
Kurtzman says that all three types are critical to the
success of an organization. However, as noted by
Elliot Jacques, a researcher and psychoanalyst, the
most important factor in what type of leadership role
one would assume has to do with how far into the
future he or she can think. Jacques stated that a suc-
cessful leader should be able to think roughly 20 years
ahead by employing the strategic way of thinking.
Jacques believed this ability was inherent and could
not be learned. Kurtzman, on the other hand, believes
that people are more adaptable; he believes that all
three types of leaders have a purpose within the orga-
nization and are imperative to the smooth functioning
of the organization.
The New Generations
Kurtzman goes on to discuss different generations
and how they relate to the workforce. He says younger
Business Book Review® September 21, 2010 • Copyright © 2010 EBSCO Publishing Inc. • All Rights Reserved
generations, particularly Generation Y, are natural
common purpose leaders. Younger workers crave
more variety and stimulation in shorter time frames.
Generation X and Y are more computer literate,
more welcoming of diversity, have a healthier dose
of skepticism, are frequently bored, are interested in
the environment, and are more apt to join organiza-
tions in which they agree with the mission. They are
more comfortable as part of a group and are ideal-
istic. People from this generation do not want to get
caught in a rut or trapped in a job that has no mean-
ing to them. Kurtzman believes these generations can
endure into the future and thrive in the workforce.
constantly reading, constantly replenishing
Emotional Intelligence Triumphs
Kurtzman suggests that leaders do not have to be ruth-
less in order to guide an organization. William Baker,
a Columbia University professor, agrees and remarks
that empathy, kindness, and social intelligence are
all comprised of great leadership. Kurtzman notes
that leadership is not about money; he says money-
oriented people are likely to end up in situations they
detest.
When a person is unhappy in an organization and
everything has been done to address his or her con-
cerns and provide counsel, the individual may be
doing more harm to the organization than good.
Happiness, says Robert Maxon, president of Sierra
Nevada College, is important because it boosts peo-
ples’ energy and helps them connect with life. A
leader’s job is to make sure the organization is free of
toxins, so negativity must be dealt with quickly.
Empathetic leadership is important for business suc-
cess, but so is the concept of thought leadership.
Great leaders are always generating new ideas, con-
tinually educating themselves, and disseminate ideas
throughout the organization Any knowledge taken
away from training, seminars and conferences should
be shared. This provides an environment where ideas
prevail.
It is also important to mix senior employees with
Page 7
Common Purpose Joel Kurtzman

younger generations. Originality requires a mix of
people, and ideas do not have to always come from
leaders and consultants; they should come from
everyone in the organization.
g g g g
Chapter 9: How Leaders Stay Positive and Deter-
mined
Chapter 10: Leading is a Mental Game
Chapter 11: Different Strokes for Different Genera-
tions

Features of the Book Chapter 12: You Don’t Have to be Ruthless to Lead

Reading Time: 4-6 hours, 212 pages Chapter 13: Ideas Matter

Seasoned leaders as well as emerging leaders will Epilogue: The Future of Leadership
glean valuable information from Kurtzman’s exper- A Leadership Library
tise. Common Purpose is written specifically for
About the Author
people in upper management and those interested in
climbing the corporate ladder. Throughout the book, Index
Kurtzman draws on interviews with CEOs from
a multitude of industries to demonstrate different
styles of leadership. Kurtzman offers his own insight,
combined with other experts’ thoughts, as to why
some of these leadership styles do not work and what
can be done to rectify past issues. Kurtzman utilizes
summary boxes in each chapter to illustrate his main
points. Although the reader can grasp the basic con-
cepts from these bulleted summaries, the book is best
read in its entirety.
The book provides valuable insight into traditional
leadership and provides a constructive discussion
on how CEOs can redefine the traditional hierarchy
structure and change the workplace for the better.

Contents
Foreword
Introduction
Chapter 1: The Leadership Disconnect
Chapter 2: The New Rules of Employment
Chapter 3: Leaders at All Levels
Chapter 4: Internalizing What the Organization
Stands For
Chapter 5: The Best Leaders Are Part of the Group
Chapter 6: Cultivating Curiosity, Not Complacency
Chapter 7: Creating a Culture of Leadership
Chapter 8: We’re All in This Together

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Common Purpose Joel Kurtzman

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