As I near completion of my PhD and reflect on my own professional experiences over the last three years I have a stronger belief that purpose led leadership is what differentiates our own personal resilience and the sustainability of the organisations we work with. However, it is more than the latest buzz word. We need to go back to reminding ourself what a purpose is . It is more than a statement that appears on a webpage or in a report.
A true purpose helps us articulate why we exist. For a company it needs to be enduring, relate to what stakeholders would expect your company to contribute to society and be prosocial in nature. It is not a mission statement rebranded. Personally it helps us frame the career choices we make, the discretionary effort we contribute and the passion and commitment we feel when involved with an activity or initiative. I know for myself, I judge whether I have lived my purpose when I evaluate a career decision in three ways: 1) Did I contribute value 2) Did I learn something new 3) Did I respect and enjoy those I worked with. As an example, my recent role as the Illawarra-Shoalhaven Commissioner at the NSW Greater Cities Commission ticked all three boxes and was congruent with my personal purpose. My PhD research of large listed companies in Australia highlights how firms can be differentiated not by what their purpose says but how real it feels for everyone who interacts with them. It shows up in the Board Charter on who the company says the Board owes a responsibility, who the company identifies as stakeholders, how stakeholders are engaged. A purpose raises expectations . Adam Smith, the 18th century philosopher and economist reminds us in his "Theory of Moral Sentiments" : Intent is not enough - action and impact is how you will be judged by those who connect with you. With the majority of value statements including the word "integrity" or its synonym , we must take a hard look at our actions and ask is our purpose symbolic or substantive. Are we doing what we say we will do.
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