It’s not what you do as a leader, but why and how you do it.
“Purpose-driven” organizations have intersected with the mainstream for years. Most of us are aware that businesses today should stand for something more than just their product or service. Organizational ‘purpose’ is increasingly considered the key to navigating complex challenges and rapid change. Which is today’s world.
Last year, 181 CEO’s signed The Business Roundtable’s new statement on the Purpose of a Corporation, committing to lead their companies for the benefit of all. Defining organizational purpose is a big task, made bigger when values don’t match reality.
What’s more important (and often downplayed) is a leader’s purpose; who they are, what distinguishes them from anyone else who might do that role. Defining a purpose provides context for a leader’s activities. Without it you’re just going through the motions.
What is purpose-driven leadership?
Imagine taking a leader out of her role and put someone else in who’s equally good. Guaranteed there will be an instant atmospheric shift, as each person has their own brand of enthusiasm and creativity, and leaders embody behaviors they want to impart. In this transition of leadership we see that ‘purpose’. What did people miss about the old leader? Which behaviors were valued and prioritized? How did the previous leader inspire? That is purpose: the intersection of strengths and values, the essence which makes you (and only you) tick.
If that sounds soft and ethereal, it isn’t. Purpose is full of hard edges. It does not change from job to job or organization to organization. Leadership purpose goes far deeper than business achievements (although ideally the two align significantly).
Read the rest of the article on Medium.
