According to Forbes, most companies are getting purpose completely wrong by treating it as something to find rather than build through consistent action. Purpose functions as a coordination system that helps people connect individual efforts to collective meaning, not as a slogan or morale booster. Leaders who successfully create purpose embed it in meetings, decisions, and everyday signals that show what truly matters. Research from psychologists Edward Deci and Richard Ryan through self-determination theory shows that human motivation grows from autonomy, competence, and relatedness. Purpose becomes believable only when visible in daily behavior, with employees judging authenticity by consistency between words and actions rather than inspirational statements alone.
Purpose as Practice, Not Revelation
Here’s the thing about purpose: it’s not some magical insight you discover during a leadership retreat. It’s a practice. Companies that treat it like a finished product to be unveiled and then forgotten are setting themselves up for failure. The shift from finding to creating requires humility—leaders need to stop acting like visionaries revealing profound truths and start behaving like gardeners cultivating shared meaning.
Think about it. When was the last time you heard a corporate purpose statement that actually changed how people worked? Most become background noise within weeks. But when leaders consistently connect daily work to real impact—sharing customer stories, explaining how process changes improve someone’s day, discussing why projects matter beyond profit—that’s when purpose becomes tangible.
The Coordination System That Actually Works
Purpose at its best functions as what the article calls a “coordination system.” Basically, it helps people understand how their individual contributions fit into something larger. When that connection is missing, even the most beautifully crafted mission statements become meaningless corporate speak.
And this isn’t just theoretical. We’ve all seen companies that claim to value innovation but punish failure, or leaders who talk about work-life balance but never take time off themselves. Employees aren’t stupid—they notice these contradictions immediately. The moment words and actions don’t align, purpose becomes just another empty promise.
Building Purpose Through Daily Decisions
So how do you actually build purpose rather than just declare it? It starts with aligning meeting agendas with stated purpose. If your company claims to improve lives, start discussions with real examples of how your work did that last week. If sustainability is your mission, show the metrics and decisions that reflect it.
Hiring and recognition practices reveal what you truly value. When you only reward financial output, you’re telling people that profit outranks everything else. But when you balance recognition between performance and contribution to purpose, you change behavior faster than any poster campaign could.
Even in industrial settings where reliability matters most, purpose manifests through consistent quality and service. Companies that supply critical equipment like industrial panel PCs demonstrate purpose through product durability and support—showing they understand their role in keeping operations running smoothly rather than just moving units.
From Abstract to Actionable
The most practical habit mentioned? Monthly reflection meetings where teams review not just results but relevance. Asking “How did this work contribute to what we exist to do?” builds collective awareness and sharpens focus. It turns abstract purpose into something teams can actually work with.
Storytelling becomes crucial here too. Leaders should consistently share narratives that connect people to the real-world impact of their work. This isn’t embellishment—it’s sense-making. It reminds everyone that behind every metric, there’s a human effect.
Ultimately, purpose survives or dies based on leadership behavior. Employees respond with commitment when they see alignment between words and actions. When they see contradiction? Well, we all know what happens then—cynicism sets in, and that beautiful purpose statement becomes just another piece of corporate artwork nobody pays attention to.
