01 Nov The New Purpose Paradigm

Over the last several months, we have gathered some of the top HR and culture leaders for monthly dinners Industry Nights to forge meaningful connections, share fresh perspectives, and tackle the toughest challenges shaping the future of work.

During one recent evening, we invited 20 executives to discuss the role of organizational purpose. This post explores some of the key insights that emerged from this dynamic community of leaders. Enjoy!

Driving Engagement through Purpose

As the workplace continues to shift, leaders face a critical challenge: fostering a sense of purpose that resonates with their teams and drives meaningful business results. Without it, employee engagement falters and retention drops.

A recent Gallup study show that 51% of employees are actively seeking new jobs​! But, we believe that can be easily mitigated. It is imperative that leaders foster direct, transparent conversations with employees about what matters most to the business, what matters most to them, and how to make clear connections between the two.

The right alignment of purpose and organizational goals can lead to improved health and retention across your team–and also drive performance. But, it requires thoughtful leadership to activate this alignment.

During the latest Industry Night dinner, executives from leading companies like NY Times, Bloomberg, Pfizer, and WeWork shared their insights on HR’s role in aligning organizational goals to purpose. Here are their top three takeaways:

1. Engaged employees x shared purpose = strategy accelerator.

According to one study, 82% of employees want more purpose from their work​. Meanwhile, CEO’s are demanding performance and growth. Managers often get stuck in the middle, but creating the through line between organizational strategy and employee-level purpose can be the unlock most organizations are craving.

2. Creating shared language is the best starting point.

Many organizations struggle to make purpose tangible. One attendee noted, “Without a shared vocabulary, negotiating purpose trade-offs can be impossible.” It’s essential to have clear definitions and dialogue​. Block one hour with your team to whiteboard some shared language and understanding and name where gaps exist.

3. Low employee-to-purpose connection is a sign of lazy leadership.

As one Chief Talent Officer shared, “Without shared purpose, you have people-versus-people instead of people-versus-problem.” HR’s role is transforming from stewards of purpose to owners of purpose. But leaders, too, must step up to integrate purpose into daily work. This co-ownership of purpose creates a more engaged, loyal workforce.

Additional Inspiration

To drive meaningful change, leaders must foster a culture where purpose is not just discussed but lived. Dive in with this Forbes article on purpose-driven leadership and how organizations can leverage purpose for long-term success. You’ll also enjoy Deloitte’s insights on the evolving role of HR and leadership in creating human-centered organizations.

The Design Gym helps organizations implement strategic initiatives that align leadership, strategy, and purpose for lasting transformation. We’ve collaborated with a luxury real estate business to develop a growth strategy that not only aligned leadership but empowered teams to act with purpose. Similarly, we’ve worked with a global tech company brand to integrate customer insights into product design, ensuring their insights were woven into the very fabric of the organization’s strategy.

If you’re interested in learning how we might support your team or organization in cultivating purpose-driven cultures that inspire your people and drive long-term success, send us a note to set up a discovery call with one of our team leads.

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This article is part of our series on HR, change and transformation. Check out past issues, and sign up for our newsletter to get future issues sent directly to your inbox.