Shifting from Purpose to Workplace Contribution
To drive greater connection and motivation, help your employees find their individual workplace contributions — instead of workplace purpose.
By Danielle Dory Hyppolite
I first intellectually encountered the concept of purpose as an 11-year-old. The book The Purpose Driven Life caught my eye one morning while at church. A group was reading it as part of their book club. When I got home, I jumped onto the family laptop and began a deep search, looking to understand the word more. Purpose — the reason for which something is created or exists.
Fast forward to my professional life, I noticed the term “purpose” seeping into talks about workplace culture and career mobility and touted as a key driver of building motivation and fulfillment.
Yet, as my career progressed, a nagging question began to form: is this relentless pursuit of purpose truly beneficial for everyone? Although connecting work to purpose can appear motivating, it might be too strong of a word, particularly for those not in senior leadership positions.
The Purpose Paradox in the Workplace
While connecting work to purpose can be motivating, it can also become an overwhelming burden, particularly for those outside of senior leadership roles. McKinsey & Company research highlights this very point. They advocate for helping employees find purpose, but their own data reveals a staggering truth: only a small percentage of workers actually achieve this. This discrepancy creates a breeding ground for frustration and inadequacy as employees grapple with finding existential meaning in everyday tasks.
Shifting the Focus: Contribution as the Cornerstone
While purpose remains crucial for C-suite leaders who guide strategic decisions and shape company culture, it can feel abstract for those in the trenches. This is where the concept of contribution shines.
"Instead of chasing purpose," I often encourage people managers to, "help your direct reports identify their contributions." Contribution focuses on tangible impact within the organization. It helps us to recognize how our daily tasks weave into the bigger picture.
It also encourages stronger teamwork. Rather than equating work with a sense of purpose, people can understand work for what it more likely is… a contribution to a greater whole. This helps individuals feel less protective of things that slow innovation down, like overly complex ideas, legacy tools, or failed solutions.
By cheering on contributions, we cultivate a sense of achievement and belonging, fostering a healthier relationship with work and reducing the risk of burnout.
The Science of Contribution:
Research published in the Journal of Organizational Behavior reinforces this approach. Employees who perceive their work as contributing to the organization's success exhibit higher engagement and performance. Contribution provides a clear path towards fulfillment, achievable regardless of position.
Building a Culture of Contribution
So, how can we cultivate a contribution-oriented culture? Here are three practical steps:
Redefine Success: Avoid pushing people to find “purpose” at work. Encourage employees to set achievable milestones based on their specific contributions. Highlight strategic priorities, review KPIs, and celebrate even small wins.
Acknowledge Contributions: Foster a culture of recognition. Acknowledge individual and team contributions. Regularly highlight how specific roles contribute to your organization's success. Publicly acknowledge a job well done after a project's completion. Invite folks to share knowledge gained and lessons learned.
Invest in Contribution: Provide resources and training to help employees understand and maximize their impact. This could include mentorship programs, skills development workshops, and showing employees how to connect their work to progress company goals and direction.
Conclusion:
Purpose can be a powerful motivator, but contribution is far more inclusive and attainable. Shifting the focus to contribution empowers individuals to find meaning in their work, fostering a more resilient and successful organization.
References
