The importance of dialogue to continually explore what the purpose means in practice
In Blueprint’s view being purpose-led is two things:
- An orientation of the whole business around the positive impact it seeks to have in the world reflected in what it says, what it does and how it does it (the common good)
- Understanding that a business is essentially a set of relationships – both internally and externally – where each person is seen as “a someone, not a something”, and where the long-term success of the business – from a societal and business perspective – crucially depends on the quality of its relationships, founded on respect, dignity and dialogue
Both elements are crucial. Focusing solely on developing a purpose statement and then launching it without engaging in the deeper challenge of seeing business as a series of relationships and the implications of this way of thinking for the culture of an organisation is to undermine the transformational power of purpose.
One danger is that a purpose statement is launched into an organisation by ‘posting it on wall’ and littering it throughout internal and external communications. If the purpose does not resonate as authentic within the organisation it can lose its potency or be seen as purpose wash.
On the other hand, the desire and drive to unify and create a real and positive impact quickly can unwittingly constrain people’s creative spirit and autonomy. This can turn purpose-led organisations into ‘cult-like’ environments or organisations perceived to be overly controlled by the centre which inhibits discussion and debate which is an important part of creating a shared understanding and commitment to the purpose at all levels of an organisation.
The power of purpose can only be fully realised if leaders hold the tension between communicating and setting a direction of travel for the organisation with the openness and curiosity to constantly surface and explore what it means in practice with employees and stakeholders. While we believe it is important that a company’s purpose creates cohesion, it is equally crucial that people are able to express their own individuality in a purpose-led environment as otherwise, we can lose much of what is unique and vital about us. This capacity for vitality is central to enlivening organisations and unlocking the innovation and latent creative potential within organisations, creating new possibilities.
Some observations:
- Genuine signals of intent and practical illustrations of progress are very important. But be aware of the risk of focusing on eye-catching initiatives which can be at the expense of the less visible and patient work of creating the conditions for purpose to come to life
- Internal and external messaging that only focuses on the positive can paradoxically be counterproductive. It’s important, to be honest and open about what is hard and transparent about the challenge ahead. Being purpose-led is not about avoiding difficult conversations or tough decisions. It is about accepting and naming the difficulties and the struggle, bringing people into a decision-making process, even if it is one that involves loss and sacrifice, and especially when there is acute uncertainty. Avoiding uncomfortable truths does not show respect for the dignity of people. What does show respect is naming the issue, accepting you may not have all the answers, and being with and alongside people in facing it
- Becoming purpose-led is about inviting commitment – ‘asking not telling’
- Be mindful not to ‘control’ or ‘solve’ for purpose through measures, metrics and remuneration. These are important inputs but not the whole solution
- Continue to hold ongoing, widespread conversations about what it means to be purpose-led