When True North Isn't Truly North

Personal blog. Views are my own.

Why do we call north “north”? Why is the western world considered “up north”? Why can’t we flip the hemispheres?

There are several reasons for this. Firstly, most of the world’s population lives in the northern hemisphere. But north has not always been considered north. The ancient Egyptians referred to the south as their north because the Nile flows in that direction. They even called the south “Upper Egypt” and the north “Lower Egypt.” For the Polynesians, who were a seafaring people, the north was where the winds would carry them to lands rich in resources, fish, and fertile soil.

It’s also worth noting that Polaris, the North Star, has long been a guiding light for travelers, pilgrims, and wayfarers. However, due to the shifting axis of our planet, Polaris is not always aligned with the true north.

This brings me to an amusing observation: when organizations declare a “true north” as their ultimate goal, they expect it to engage, inspire, and guide everyone. Leaders promote this direction as their guiding philosophy, aligning all strategies and decisions to this single point. Everyone is taught to follow this path, led by their leaders. Yet according to Gallup research only four in ten employees strongly agree that the mission or purpose of their organizations make them feel their jobs are important.

I’m not suggesting that you should stray from the plotted path (mission and purpose) or create divergent pathways. However, what good is a “true north” if employees are looking in all directions but can’t find their way through the darkness and confusion that many organizations can become?

At a recent culture conference, I tried an experiment. I asked about 100 participants to close their eyes, imagine where north is, and then point. When they opened their eyes, people were pointing in all directions. One participant was even pointing at himself. This perfectly embodies the state of purpose in many organizations, leading to confusion, misalignment, competition, turf battles, and disengagement.

Recent Gallup research shows that since the pandemic, the connection to purpose has steadily declined, regardless of whether employees work remotely, onsite, or in a hybrid setup

Crowdsource Meaning

Often, when leaders set out to create a purpose statement, they conduct some basic research and then retreat to a high-end resort. After a day or two, they emerge with a shiny new purpose statement, which is then presented to the organization as the “true north.” This is supposed to define why the organization exists and what everyone must do to align with this purpose. While this can be effective if the right research approach is used it often falls short.

Purpose is deeply personal and emotive. Simply asking, “What do you think our purpose is?” is inadequate for building something that will define the company for the next 100 years or more. Instead, consider crowdsourcing that meaning. An appreciative approach to meaning-making works perfectly here. Leaders are given a set of questions and asked to interview 8-12 people at different levels, including customers and other stakeholders. The questions are affirmative and future-oriented, such as:

• “Why did you join this company in the first place?”
• “What do you value most about our culture?”
• “Imagine you went to sleep and woke up 10 years from now. You walk into work—what are you seeing? What are we doing, achieving, driving? What is being said about us by employees, customers, and the public at large?”

Leaders then report back at a workshop with their findings, digging into themes that can help frame the purpose. This process is heavily inspired and informed by a positive discovery of what the organization looks like at its best. The material that becomes your purpose is controlled by everyone and no one at the same time. And ultimately people have a stronger emotional connection to something they helped create themselves.

Balancing Clarity and Inspiration

Steve Jobs stood out as a leader who infused energy, excitement, and a sense of purpose into what Apple brought to the world. His unique way of unveiling the latest products created a sense of awe and anticipation, often resulting in lines of people waiting overnight outside Apple Stores. Jobs didn’t just highlight the features and benefits of Apple products; he emphasized what they could enable people to do—think differently, be creative, and challenge traditional ways of thinking.

He once said, “At Apple, people are putting in 18-hour days. We attract a different type of person—a person who doesn’t want to wait five or 10 years to have someone take a giant risk on him or her. Someone who really wants to get in a little over his head and make a dent in the universe.” These words are incredibly powerful and inspiring. However, they also raise the question: “That’s great, but how am I expected to create a dent in the universe?” This is a perfect example of inspiring words that don’t necessarily provide total clarity.

During his leave of absence due to illness, Tim Cook offered a different perspective. He introduced a 162-word manifesto known as the Tim Cook Doctrine. While some might consider it verbose compared to Jobs’ succinct statements, Cook’s definition was clear, specific, and well-defined. He spoke about Apple’s commitment to constant innovation, the importance of saying no to thousands of projects to focus on what truly matters, and the value of cross-pollination and collaboration. After hearing this, few employees would be left confused.

Interestingly, Apple doesn’t have a stated mission or purpose, whereas Google does. Google’s mission is “to organize the world’s information and make it universally accessible and useful.” This statement is both inspiring and clear, clearly outlining the why and the what.

As a consultant, I can’t resist the temptation to simplify complex subjects into a 2x2 framework. So here we go:

While this may seem simplistic, real-world applications are far more challenging. However, I hope this provides a useful framework as you review your True North. Remember, your purpose never changes, but your strategies can.

Personalize Purpose

To bring purpose to life in an organization, it’s crucial that employees can connect their roles to the organization’s purpose. A popular story illustrates this well: when JFK allegedly asked a janitor at NASA what he did, the janitor replied, “I am helping send a man to the moon.” While there’s no concrete evidence this exchange happened, it perfectly demonstrates how everyone, regardless of their role, contributes to the mission.

However, let’s tweak the question slightly to, “Why do you do what you do here?” Imagine an employee responding not just with their job description, but with why they do what they do, what they take pride in, or how their work helps the organization achieve its goals.

I recently conducted a small experiment using this questions. In informal interactions, I asked some leaders what they do. Their responses were typically detailed job descriptions. But when I asked different questions, it was like a cloud lifted. Their answers were filled with pride and passion.

To help people connect to your purpose, ask different questions. Help employees find a personal path to purpose by linking what they are proud of doing with what creates pride and passion for the organization.

Challenging and unpredictable times are the crucible where new meaning is formed. These experiences shape your identity as a leader—not just what you do, but why you do it. Finding your true north isn’t about finding a direction and pointing your feet towards it; it’s about finding your aspiration and pointing your heart towards it. Leaders who do this for themselves and their followers will inspire and guide effectively.

Just as the ancient Egyptians moved relentlessly southwards to expand their empires and the Polynesians set sail into unknown lands, leaders today must also relentlessly pursue uncertainty, complexity, and an ambiguous future. With the right approach, they can catch the right wind, navigate through uncertainty, and keep their organizations steadily pointed in the right direction. The point of a mission is not to always be aligned with true north, but to continuously discover the shifting sands of their vision, pursuits, and strategies that evolve over time, while the raison d’être of their organizations remains constant and unchanging.

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