What Did You Do Last Week?

The recent controversy surrounding DOGE’s demand for federal workers to document their weekly accomplishments—backed by Elon Musk’s threat of job loss for noncompliance—has ignited debate. Regardless of where you stand on the issue, the situation underscores an essential leadership principle: employees need to understand how their work contributes to their organization’s broader mission. Without this connection, poor individual and organizational performance is inevitable.

The Purpose Parable

The merits of DOGE’s approach are questionable at best. No one should feel compelled to justify their existence at work, nor should they be expected to produce at peak levels every moment of the day. However, asking employees to reflect on their accomplishments can serve as a powerful tool to gauge their felt connection to organizational goals.

Consider the classic parable of the three bricklayers rebuilding St. Paul’s Cathedral after the Great Fire of London in 1666. When asked what they were doing, the first responded, “I’m laying bricks.” The second answered, “I’m building a wall.” But the third, with a gleam in his eye, declared, “I’m building a great cathedral to the Almighty.”

All three men were engaged in the same physical task. Yet the third bricklayer, who understood the larger purpose of his work, was the most motivated and fulfilled. This story illustrates a core leadership lesson: when employees see how their daily work contributes to a greater mission, they’re not just more engaged—they’re more effective.

Employee Engagement: A Crisis and an Opportunity

In today’s workplace, this lesson is more critical than ever. Gallup reports that only 31% of U.S. employees were engaged in 2024, marking the lowest level in a decade. A significant driver of this disengagement is what Gallup calls “The Great Detachment,” a widespread disconnection from company mission and purpose.

The impact is real: disengaged employees mean lower productivity, higher turnover, and a weakened culture. Gallup’s research shows that reinforcing the connection between employees’ work and the organization’s mission can reduce turnover by 32% and boost productivity by 15%—compelling reasons for leaders to prioritize purpose.

The consequences extend beyond business performance. According to MindShare Partners, 61% of U.S. workers report experiencing at least one symptom of a mental health condition. Headspace has found that work stress negatively affects employees’ personal lives, leading to issues like poor physical health and relationship breakdowns.

Recognizing this, the U.S. Surgeon General has issued a Framework for Workplace Mental Health and Well-Being, emphasizing “Mattering at Work” as a key pillar. People need to know that they matter, the report urges—and that their work matters. By fostering a sense of shared purpose, leaders can enhance employee well-being, reduce stress, and build a healthier, more resilient workforce.

Making Work Meaningful

So how do successful organizations create this sense of purpose? ?They must embrace a meaningful purpose beyond making money. ?

Take Autodesk, which says its mission—to help everyone, everywhere, design and make anything—”drives us to develop powerful solutions that help our customers tackle the world’s biggest challenges.” ?The company has consistently ranked among Fortune’s 100 Best Companies to Work For. ??While the organization’s benefits and office design are impressive, what truly excites employees is their impact.? As Jan Becker, Autodesk’s Chief Human Resources Officer, notes, “I commonly hear that they’re most excited about the innovation happening every day and how they’re helping everyone imagine, design, and create a better world.”

A well-articulated purpose doesn’t just inspire—it transforms culture. It connects employees to a mission bigger than themselves, fostering motivation and resilience. It also unites diverse, distributed teams by providing a common North Star. But for this to happen, leaders must take an active role in making purpose tangible.

The Manager’s Mandate

Leaders can’t assume employees will automatically see the connection between their daily tasks and the organization’s mission. It’s up to managers to bridge the gap.

One executive in the video streaming industry recently demonstrated how to do this effectively. His company captures live footage of teen sports events for parents and players. When he learned that a young athlete featured in their videos had passed away suddenly, he commissioned his team to create a highlight reel for her family. At a company-wide meeting, he shared the video, recognizing individual team members by name—from software engineers fixing bugs to customer support reps assisting users—for their roles in earning the trust of customers to create the gift and in contributing to the valuable role the company plays in customer’s lives in general.

By highlighting real-world impact, he transformed what could have been seen as routine work into something profoundly significant. His employees weren’t just building software or responding to tickets—they were creating lasting memories for families. That shift in perspective can serve as the linchpin for employee engagement.

Purpose in Practice

When employees see how their work contributes to a larger purpose, their motivation, engagement, and performance soar. A workplace that fosters this mindset doesn’t just become a great place to work—it becomes a force for meaningful, lasting impact.

As leaders, it’s our responsibility to make that connection clear. Purpose isn’t a luxury—it’s a strategic imperative. And when we prioritize it, both our employees and our organizations thrive.