Purpose - Why do we exist?

A leader's primary job is to help individuals in the singular context connect themselves to a firm's Vision through purpose and meaning. 

Recently I had the privilege and honor of personally meeting one of the best CEO's in modern times.  Alan Mulally was at the helm of both Boeing and Ford Motor Company and was instrumental in these firms' success and sustainability.  In fact, at Ford Motor Company, Alan was noted as one of the only CEO's of auto manufacturers to refuse Government handouts during the 2008 recession.  Not only did he refuse the handout, but he was extraordinarily successful at leading Ford and its employees through this pivotal time in our Nation's history.  In fact, the ONE Ford team was galvanized more than ever around the firm's mission and vision and determined to execute upon the strategies the firm (and its people) had developed.  This was all done through shared purpose and meaning among the Ford employees.  How was this done?

I was able to meet Mr. Mulally through MIT's Executive Education program--an extraordinary program in its own right.  The primary topic of discussion was how leaders go about creating "Game-Changing Organizations" at the individual level. 

Among the lecturers, Boeing and Ford's ex-boss spoke to the body of participants.  His primary message was one of inclusiveness and rigorous follow-up.  Throughout the program, the central theme was the need for individuals -- each and every person in a company -- to have an acute sense of PURPOSE.  In other words, each individual within a firm should be able to answer the question of "Why they exist?"  So often companies create Visions and Missions which are well documented and discussed, but lack a stated Purpose that in and of itself inspires and connects individuals on an emotional level. 

Why do we exist in this World?  A seemingly benign question, right?  Not so much when you begin to put directed thinking behind it.  In addition, a PURPOSE statement is not the same thing as a VISION statement.  A vision is a simple statement of aspiration or where one will be in the future.   A purpose statement on the other hand answers the question of why an organization exists in the here and now.  Why are we here right now?

To compel individuals to action by clearly articulating a sense of purpose or "why one exists in the World" creates authentic, enthusiastic participation and a sense of Ownership by all.

Does your firm or organization know why they exist in the World?  If asked, what would they answer?  And would that answer have an emotional and dramatic connection for that individual?  The answer to the last question is, "it should".  Based on MIT's research of successful organizations, Dr. Douglas Ready, Senior Lecturer for the Sloan Business School, indicated leaders who are able to articulate a firm's purpose with a sense of drama and emotion are more successful at gaining individual employee engagement and ownership than those who lack a strong sense of purpose backed by emotion and dramatic elements.  Note, I believe Dr. Ready is not advocating for "over the top" Broadway productions here--that would be inauthentic.  The point is this.  For an individual to really connect with their firm's Vision and reason for being, they must feel connected to it in a significant way.  And we human beings tend to connect through emotion.  One way to elicit this emotion is through dramatic stories and statements designed to inspire and motivate.  To compel individuals to action by clearly articulating a sense of purpose or "why one exists in the World" creates enthusiastic participation and a sense of Ownership by all. 

If you believe you may be lacking employee ownership and passionate participation, perhaps the following questions will help in moving to action:

1. Do your employees know WHY the firm or organization exists? 
2. Is this reason for existence compelling?  Exciting?  Dramatic?  Emotional?  If not, it's a leader's job to create this emotional connection. 
3. Do they feel involved and included?  Is the culture one of inclusiveness?

Imagine what would transpire at your own (or my own) organization and the business results achievable if each and every solitary individual felt an emotional connection to the firm's "reason for being".  Ownership and passion for success would prevail.  Extraordinary success would result!  But we can't achieve this without a strategic mindset of inclusiveness and without one's true sense of PURPOSE.  

(Please share if you found this of value!  - Thank you!)