The notion that the pursuit of economic self-interest alone cannot sufficiently motivate people to act collectively gained adherents over the years. Scholars across a number of fields recognized that humans possess inherent needs for meaning, community, and purpose. These intrinsic motivations compel us to act, not just extrinsic incentives.
You must move forcefully to put deep purpose into practice if you are to reap its benefits. Here are seven suggestions to help you translate a deep purpose mindset into leadership action.
One of the most sophisticated methods I’ve encountered for measuring end-state outcomes linked to purpose was at the EY organization (leave it to the accountants to lead in this area). Defining their purpose as “building a better working world,” the company linked it to an “ambition,” the provision of “long-term value as the world’s most trusted, distinctive, professional services organization.” This emphasis on long-term value is critical, highlighting one of the most important features of...
