Having purpose at work is no longer a nice-to-have. Purpose is when you see it in the questions asked by employees and the way people decide where to stay for the long term. When it feels genuine, work can stop feeling like a list of tasks, and it can start to feel like it is connected to something that offers a greater value. On the other hand, when it feels like it is a forced connection, people can start to tune out.
Building this type of culture means making everyday decisions clearer, more human, and more consistent with what you say you stand for.
Define your business’s purpose
Your business’ purpose should clearly convey the message of why it exists in a way that is practical for people. If your purpose sounds good but doesn’t help someone to make a decision on an ordinary, busy day, it likely needs refinement.
Start by looking at the real value that you can create. Good healthcare employers might put their focus on helping patients feel informed and confident, which can give meaning to empathy and speed. When teams are able to understand that connection, they are able to make better choices without waiting for approval.
Align leadership behavior with culture
Employees pay closer attention to actions than words from their leaders. If leaders cut corners or reward poor behavior, culture can weaken quickly. With consistency in leadership actions, it can reinforce company purpose. For example, choosing a business jet charter for high-value collaboration, instead of using it for convenience or status. This can demonstrate to employees that values matter and are valued, especially when resources or reputation are at stake.
Connect with employees
When individuals gain an understanding of how their work is beneficial to others, a sense of purpose becomes stronger. This connection is mainly formed when leaders focus on discussing the impact instead of the output. Managers who can share customer stories and encourage feedback from others help to make the workplace feel more meaningful.
By involving employees and giving them a voice when involving them in these types of conversations, you can allow them to be able to express their ideas and concerns. When people know that they’re being listened to, they start to care more about the outcome, value and invest in the outcome.
Focus on processes
Purpose is kept alive when it is built into how work actually happens. Hiring interviews can assess real-world judgement, onboarding can clarify the importance of certain behaviors, and performance reviews can recognize collaboration and long-term contributions. Budgeting should be used to support projects that are aligned with the mission and not just quick returns. Purpose should consistently guide behavior, even without oversight.
