Why your work needs to be purpose-driven
Purpose-driven work might sound like something for non-profits or companies that have some specific do-good mission. But as I was reminded this week, every person and every organization needs work that has a purpose. Working with a shared purpose is an enormous factor in whether your project (no matter how worthy) gains traction.
On Wednesday, I attended the annual conference hosted by New Hampshire Businesses for Social Responsibility. The event always offers me new perspectives and inspiration; this year was no different. Everyone was buzzing about the content delivered by the morning keynote presenter, Leith Sharp, Director of Executive Education for Sustainability Leadership at Harvard.
Simple projects have the same issues as complicated ones
In her talk, Leith shared amazing stories of her journey at Harvard. There were multiple examples of projects she worked to implement, ultimately transforming Harvard into the largest green campus organization in the world. Each of the steps to get there varied in scope and complexity.
Her opening story illustrated how the simplest of endeavors — replacing light bulbs in one campus facility — is not always quick and easy. “How many people at Harvard does it take to change a light bulb?” she quipped. Apparently, quite a lot!
It’s not because the people at Harvard aren’t on top of their game or because people didn’t care. We’ve all been in situations with smart people and worthy efforts, yet the momentum stalls. It boils down to a shared purpose (or lack thereof!).
Shared purpose is a foundation for getting things done
So what is a shared purpose? The dictionary has several definitions for the word ‘purpose.’ They include the following: ‘the reason for which something exists or is done, made, or used,’ and ‘an intended or desired result or goal’ and ‘determination; resoluteness.’ When we apply these dictionary meanings to how we work on projects–as in sharing a purpose–it’s easy to see the implications. When just one person is at cross-purposes, roadblocks creep into the way and things go haywire.
On the other hand, when there is alignment of all the players, as to the goals, authority, safety, and risks for all, then things move forward. Even when there is a hiccup (and there will be!), teams that are purpose-driven will work together to fix it instead of removing themselves from the solution.
Establishing shared purpose
The process for establishing shared purpose happens multiple times throughout the life of a project. Don’t be misled thinking it’s a one-and-done endeavor. As demonstrated by Leith’s volume of examples, implementation of even the best ideas can waver for a number of reasons. Employees may feel insecure in offering ideas. Managers may be uncomfortable making a bold decision. Or a leader may not understand the consequences of mandating a particular action.
Leith’s point is that you need to remain purpose-driven throughout the life cycle of a project, despite these hurdles. Accept that twists and turns will happen, address them, and move forward until you hit the next stopping point. Learn from the squiggly lines, she said. Don’t expect things to follow a straight path.
It’s tempting to throw up your arms and walk away when things get messy. But that’s exactly when you should dig in more. Establish the shared purpose and when it gets muddled or mucky, seek help from others to find it again. When you do, you’ll witness your project outcomes soar.
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