In the fast-paced landscape of modern business, organisations often find themselves juggling multiple priorities, initiatives, and objectives, sometimes at the expense of clarity and alignment. In such complexity, finding a common ground—a rallying cry—is imperative. This concept, popularised by leadership expert Patrick Lencioni, emphasises the importance of having a singular, compelling focus that unites the entire organisation towards a shared goal.
In his acclaimed work, “The Advantage,” Lencioni stresses the necessity for organisations to identify and commit to a single top priority within a defined timeframe. This priority serves as a beacon, guiding efforts, aligning resources, and fostering a sense of collective purpose and urgency.
Four characteristics to look for:
Singular: this is your organisation’s most important focus area for the immediate future (say 6-12 months). This means it’s not competing with multiple different options or other priorities, even worthwhile ones.
Qualitative: your “thematic goal” or “rallying cry” is rooted in a big idea, significant barrier or problem, or major opportunity. It should create passion, unity, and a shared sense of urgency, without immediately prescribing what needs to happen in an overly narrow way. Quantitative metrics are important but will come later.
Temporary: part of creating immediacy and urgency involves establishing a time frame in which this thematic goal can be addressed, typically no shorter than 3 months (creating a false sense of urgency, like a fire drill), or longer than 12 months (potentially dragging things out too long). Your “rallying cry” is rooted in immediate action. It is not a synonym for a long-term priority.
Shared across the leadership team: your “rallying cry” should be something that the entire leadership team is committed to achieving, not simply one or two functions, departments, organisational units, or geographies. More than for the whole organisation, does the “rallying cry” provide real clarity on how the leadership team will spend its time, energy, and resources?
Take some time to think about how your organisation would answer the following questions.
“If we accomplish only one thing during the next x months, what would it be?”
“What must be true x months from now for us to be able to look back and say with credibility that we had a good period?”
Some “One Big Thing” Examples
- Successfully complete a leadership transition for a key organisational role
- Close the gap on revenues versus expenses, either through generating more income/donations, and/or through reducing expenses
- Complete a move into a new facility
- Expand the ministry footprint into a new territory or target constituency/segment
- Finalise a significant partnership agreement, merger, or acquisition
- Launch, pursue, and complete a ministry pilot program that lays the groundwork for future long-term growth
- Secure significant funding support from a new Foundation and/or major donor
- Integrate a significant new system or technology into the ministry model, e.g., a “Client Relationship Management” system, an “Enterprise Resource Planning” system, a digital or AI component to supplement existing programs and approaches