Purpose
Introduction
Purpose is the "Why" of your business or team. And to find it, you might need to ask "Who".
That's the essence of this article. But please keep reading. The topic is a bit more nuanced than just the "why" and "who."
Purpose is one of the 3 pillars required to make any work or team excel, and together with Trust it forms the foundation for long term productivity and success.
My Journey with Purpose
Before I dive into defining purpose, I want to share how the importance of purpose, or the lack of it, became clear to me.
In my thirties, after 12 years in the military, I joined a large multinational corporation. In this new environment, I found myself often puzzled, observing colleagues getting entangled in seemingly trivial matters.
Sometimes, they worried and stressed about things that appeared unimportant to me. In my head, I was thinking, “so what? No one is going to die if this doesn’t work out.” Honestly, I sometimes struggled with motivation.
It took a while, but I came to realize that my occasional lack of motivation in this new environment was due to missing a clear purpose.
In the military, the sense of purpose was ever-present. On a higher level, I was proud to serve my country, hoping our military strength would prevent another war. On a smaller and more practical level, I knew a mistake or oversight during exercises with live ammo could get the guy next to me killed.
The discussions in the corporate meeting room about contract terms just didn't strike as important to me. It felt like there was a vacuum where my purpose used to be when I was serving the country.
Eventually, I managed to find a renewed sense of purpose at work, but it took time. If senior leadership and HR had provided more guidance, this transition would have been quicker.
What about shareholders interests
When I facilitate team workshops and bring up the topic of purpose, there is often someone who questions its value by stating, "the real purpose of any business is to create shareholder wealth." Even if no one says this out loud, it is usually not because no one thinks that way, but out of politeness.
This is a valid point, and I appreciate it being raised as it is an excellent starting point for framing the discussion about purpose.
It is true that serving shareholders' interests by providing them with returns (dividends or increased share value) is necessary to attract investments, which in turn are necessary to sustain and grow a business. However, that is only half of the equation.
Beyond Monetary Gains
The other half of the equation, and quite frankly the more critical part, is people.
A business or team that solely focuses on making shareholders richer may be able to attract some individuals to work and stay for a certain period of time. However, it will struggle to retain good people in the long run. Without a strong retention of talented individuals, no company can expect long-term success. This, in turn, leads to lower returns for shareholders and completes the cycle of failure.
While I generally do not like labeling generations as "Millennials this" or "Gen Z that," there is already enough empirical evidence to suggest that younger generations entering the workforce now are less willing to work solely for money compared to earlier generations.
Defining Purpose: The Key Distinctions
We have already clarified that shareholder wealth generation is excluded from the definition of purpose. Now, let's further narrow it down by articulating what else it is not.
Purpose is not your Mission statement. A Mission statement describes what you do.
Purpose is also not your Vision. A Vision statement describes what you want to become.
As mentioned at the beginning of this article, the Purpose of a company or team is the Why. It is the answer to the question, "Why do we do this?".
Crafting the Purpose Narrative
Let's be pragmatic here. If you work for a large corporation, it is highly likely that the leadership team has already defined an official statement of purpose. If that is the case, that's great, but it is important to make it emotionally real for everyone. More on that later.
If the company purpose has not yet been defined, it presents a great opportunity for the leadership team to come together and develop it. The easiest way to do this is by asking "Who." Who are the people that our work, or the results of it, touches, helps, or benefits? Either directly or indirectly.
A strong statement of purpose not only defines the core reason for the company's existence but also serves as a source of inspiration and motivation for its employees. It must resonate with people on an emotional level. Here are some examples. They may not be perfect, but they convey the idea:
Tech Company: "Empowering every individual and organization on the planet to achieve more." (Emotion: A sense of global impact and enabling potential for all.)
Financial Services Firm: "Empowering families to dream bigger, by making financial security accessible to all." (Emotion: Fulfilling dreams, inclusivity, and family values.)
Travel Agency: "Creating memories that last a lifetime, by connecting people to new places and cultures." (Emotion: Discovery, connection, and the enduring value of experiences.)
Restaurant Chain: "Nourishing communities with love, one meal at a time." (Emotion: The nurturing power of food, building community, and love.)
Bookstore: "Spreading stories that shape souls, fostering a world of readers and dreamers." (Emotion: The magic of storytelling, personal growth, and the universal language of dreams.)
Infusing Purpose in Every Layer
The purpose has been defined and articulated. What comes next? How do we ensure that this purpose becomes more than just words on a page?
Unless you are part of an organization with an obvious and universally understood higher purpose, actively working to make that purpose emotionally real for everyone is crucial. This requires the commitment and alignment of leaders at every level.
In the best-case scenario, the HR or People Team should establish a comprehensive program. This program should provide frequent communications and tools for leaders and managers. The resources should not just explain but show real-life examples of how our work impacts people or the world. By showcasing tangible results, we can inspire others to connect with our purpose on an emotional level.
Depending on the nature of the business, organizing immersive experiences might be feasible. Such experiences allow employees to see the world from customers' viewpoint. Understanding their challenges helps us see the positive impact of our work. This direct experience can foster empathy and underscore our purpose's importance.
In situations where no dedicated purpose programs exist, individual leaders and managers must take the initiative. They must translate the purpose in ways that deeply resonate with their teams and keep on doing it frequently and consistently.
Conclusion
Defining and articulating the purpose is only the start. Through various efforts, we make the purpose emotionally real for everyone. Be it through stories, examples, programs, experiences, or personal touchpoints, the goal is to instill a purpose that deeply resonates, and touches the hearts of everyone.
