What's the Purpose of Purpose

What is the purpose?

Our work — the thing we do with our heads, hearts, or hands — takes up a lot of space in our lives. For some of us, it’s a career calling. For others, it’s a way to keep food on the table. Both are valid. And in most cases, it’s a little bit of both. But whether we’re chasing passion or simply a paycheck, one thing is clear: our work shapes us.

According to a McKinsey study, 70% of people say their work defines their sense of purpose. That makes sense. Work brings structure, relationships, identity, and pride. It’s not all of who we are — but it’s a lot.

We want our work to matter. Sometimes that’s about doing something bigger than ourselves. Sometimes that’s about doing something well. Either way, the desire is real.

Why does it matter?

When people find meaning in their work, everything changes. Retention goes up. Engagement deepens. People stick around, level up, mentor others, and recommend the company to friends. They care. And that care shows up in the product, in the customer experience, and in the culture.

We’re wired for meaning. Even when we’re just crossing something off a to-do list, there’s that little flash of satisfaction — I did it. Multiply that by 40+ hours a week, and you start to see why purpose at work is worth paying attention to.

How do organizations get it wrong?

Purpose gets murky as companies grow. What started as a simple mission (sell this, build that, solve this problem) starts to fragment. Departments silo. Layers pile on. And somewhere in a whiteboard-filled retreat, leaders emerge with Purpose, Vision, Mission, and Values — ready to unveil them like stone tablets.

The intention is good. But too often, the result is a buzzword-filled word salad that tries to be everything to everyone — and ends up meaning nothing to anyone.

Another miss? When leaders talk about purpose, but don’t live it. According to McKinsey, 44% of employees say their company’s purpose isn’t activated. And 15% say leaders would pursue something out of alignment if the business case was strong enough. That’s a trust killer.

And sometimes, companies try to force purpose on people. That backfires. Not everyone wants their job to be their identity — and that’s okay. Purpose shouldn’t feel like an obligation. It should feel like an invitation.

How to get it right.

Start with clarity. Jim Collins offers a helpful framework to understand the tools:

1. Purpose – Why the organization exists.

2. Vision – Where it’s going.

3. Mission – The bold, inspiring target (what Collins calls a BHAG).

4. Values – The behaviors that guide us along the way.

Then, make it real. Live it in decision-making. Talk about it in 1:1s. Show it in how you treat people — customers and employees alike.

Make room for personal meaning. The best organizational purpose statements are specific enough to provide direction, but open enough that individuals can connect in their own way. No one wants to feel like a cog. They want to know their work matters, and how.

And finally, lead with vulnerability. Share your own purpose. What drives you. What you hope others find in their own careers. When leaders model that, it creates space for everyone else to explore their own connection to the work.

Bonus:

Develop it with your people. Involve your front-line people and your back-office people and build it from the bottom up.

As Dee Hock, founder of Visa, once said: “Any organization has no reality save in the mind. It is nothing but a mental construct to which people are drawn in pursuit of a common purpose.”

So what does this all mean for leaders?

It means your job isn’t to give people purpose — it’s to clear the fog so they can find their own. Make sure the organization’s purpose is real, lived, and legible. Then connect it to the daily work in small, honest ways. That’s where meaning shows up — not in splashy campaigns or slogans, but in how we show up for each other, every day.

People want to do work that matters. Your job is to help them see how it does.