Re-defining drive: We need purpose, now more than ever

COVID-19 brought humanity to its knees. Joint solidarity in a crisis that is so anthropocentric removed some barriers but also exposed the underbellies of painful realities. The world now is left as human as it gets.

In a time when conversations about inequities are incredibly powerful, this period of ‘forced’ contemplation of sorts should be channelled towards re-framing some fundamental questions about how society operates.

This is a pitch towards being conscious of the integral nature of purpose—starting off with defining the need for individual purpose, then moving on to team purpose and community building, and concluding with corporate purpose.

Individual purpose

This article is titled "Re-defining drive," and this is probably most relevant from an individual perspective. A strong sense of direction, which often requires a journey, is a deep personal commitment, one that works towards betterment in society piece by piece.

Covey’s simple question, “Who am I in life and at work?” is a great general starting point. Once those pieces formulate, one’s place and contribution to society aren’t far behind; this also shines a light on the weight of effort behind a collective concept that changes society. Self-awareness is a great defense against any shocks and helps with personal definitions of success.

Jodi L. Berg in frontiers does an incredible job in summarizing relevant scientific research in the topic. She summarizes personal purpose as: a deliberate choice to pursue a future directed intention that is personally meaningful, and beneficial to the greater society, that influences one's goals and behaviors.

In times of duress, working towards a goal that benefits the needs of many, helps focus on a larger picture. Victor Frankl, a prominent Austrian neurologist and psychiatrist who wrote of his personal experiences in the Auschwitz concentration camp, said that prisoners who found purpose in the face of unimaginable conditions were far more resilient and likely to survive than those who did not. With the world amidst a crisis that hasn’t occurred in a 100 years, it’s an opportune time to use this ‘pause’ to reflect on personal purpose.

This sense of purpose needn’t be tied to a specific goal and can be in a state of constant evolution—prior to Frankl's book Man's Search for Meaning, purpose and meaning were understood to be a way of adapting and not as a motivator toward change—this still holds true to this date.

Research conducted by two psychologists and epidemiologists provides evidence that purpose impacts our behavior. They asked 7,304 adults the extent to which their life felt worthwhile, a question that taps into purpose and meaning. They then followed those individuals for four years. People who felt that their lives were worthwhile at the start of the study made healthier choices in the four years that followed compared to people who began with less purpose and meaning. These changes included engaging in more moderate to vigorous exercise, spending less time sitting, eating more fruits and vegetables, and drinking less alcohol. Alan Rozanski, Professor of Medicine at the Icahn School of Medicine at Mount Sinai, told NPR.“The need for meaning and purpose is No. 1. It's the deepest driver of well-being there is."

Mihaly Csikszentmihalyi, often called the "Father of Creativity in Psychology," in conversation with Canadian novelist Robertson Davies wrote, “What drove me on to be my own boss was that the thing that I wanted most was to be able to have a nap every day.” Hilarious and relevant—he believed creativity spurred purpose. Creativity-driven individuals usually enjoy not only their work but also the many other activities in their lives driven by their inner purpose—thus being better at not focusing on immediate or daily struggles.

Team purpose & community

A team in any context needs to start off with a "why" statement before developing the "how."

Before being swept by the operational regularities & the pace of the 21st century, creating a clear purpose adds on to the definition of added value the team brings. Purpose also defines ‘the way of work’. Modeling behavior around purpose is a healthy way to keep engagement alive & support individual purpose. The Team Meaning Index (TMI) is a tool that can be used to determine some initial steps to create team direction.

In the context of how virtual the workplace has become currently, using peer-to-peer coaching can be a deeply nourishing process for the individual and a valuable bonding experience for the team as they share their wisdom and knowledge – connecting towards ‘shared purpose’ on top of daily tasks.

To keep momentum after the start, pushing the “learn and unlearn” narrative helps continuously re-frame purpose and make it more relevant with external conversations.

In the context of creating narratives, it’s relevant to talk about shared identity and communities. Developing schools of conversation and action to support team delivery helps shape and align purpose with organizational purpose and relevant external causes. Whether it’s structurally defined "communities of practice," common in organizational psychology, or looser arrangements that exist internally in organizations, communities have both internal and external purpose.

The creation of inclusive shared identity within teams and communities translates to alignment in purpose with an organization and, ultimately, to society.

Corporate purpose

Firms with strong, in-built purpose perform & invent better, and are also faring well during the crisis. Purpose inspires agility & creativity, which are paramount in surviving disruption of any type in a business landscape. It also frames the simple question ‘why do we exist as a firm?’, in context to society.

In corporate settings, it’s essential to identify purpose at the different levels a firm operates in—global, regional, and local. The vision and mission, principles and values of a firm, though inter-related, are distinct from what its purpose is.

Greg Ellis, former CEO and managing director of REA Group, said to Harvard Business Review that his company’s purpose was “to make the property process simple, efficient, and stress-free for people buying and selling a property.” This takes outward focus to a whole new level, not just emphasising the importance of serving customers or understanding their needs but also putting managers and employees in customers’ shoes. It says, “This is what we’re doing for someone else.” And it’s motivational, because it connects with the heart as well as the head. Ellis called purpose the company’s “philosophical heartbeat.”

A firm’s purpose is also intimately tied with its identity & strategy. But just like strategy, purpose needs to evolve with context. Purpose acquires new meanings, to support changes in conversation and to lead action & systemic change.

Despite the advent of the ‘purpose economy’, firms have struggled with a meaningful integration of its purpose across all levels as seen in the survey conducted by Mckinsey in October 2019.

The COVID-19 crisis, like global crises in the past,  showed the enormity of the power and capacity in global response. From the launch of community-based rapid-response funds to the development of diagnostics and vaccines, philanthropy is showing up both to help flatten the curve in the short term and to address the inequities the crisis will exacerbate over the long term. This driver, though harsh, is a great place to start for re-defining drive, whether it’s personal, professional, as communities, institutions, or society.

It’s time to turn conversations into actions. To be accountable.