Build team’s sense of purpose

Along with motivating employees individually, working towards a larger common goal can help to unify a team.

Among the many generalisations applied to millennials is their insistence on having purpose in their work.

In the words of British-American leadership author Simon Sinek, millennials want “purpose, impact, free food and beanbags”.

The last two items aside, millennials’ desire for purpose in their work isn’t unique.

According to studies, we all work for the same thing — and it’s not just money. It’s meaning. Through our work, we seek a sense of purpose, contribution, connection, value and hope.

In one study, management expert Dave Ulrich and psychologist Wendy Ulrich talked to thousands of people — from rank-and-file workers to top-level executives — and found that digging down to the meaning of work taps our resilience in hard times and our passion in good times.

When considering the importance of purpose, the main difference between Gen X and millennials is the latter put their desire for purpose at the fore and insist on it.

Although millennials sometimes are typecast as being narcissistic and entitled, the flip side is they are clear about what they want from their work and will show great dedication to work that makes them happy.

These more recent entrants to the workforce can challenge Gen Xers to stay true to their own values. Gen Xers have trailblazed and often established clear mission statements, but the influence of millennials constantly pushes them to live and breathe these standards.

When I was navigating my corporate career in the 1990s, my colleagues and I had no idea what the purpose and values of our workplace were, even though they existed in a document somewhere. Today, conversely, I have my business purpose and values visible for every team member to see. I want them to be accessible and inspiring so everyone who works with me feels energised by their contribution and aligned with the business goals. We refer to them regularly and feel deeply connected to our goals of helping organisations get more women into leadership roles.

Today’s leaders play a pivotal role in ensuring their company’s vision is understood and serves as a source of inspiration and purpose for workers.

Dave Ulrich illustrates this with the fable of the three bricklayers. When asked what they were doing, the first replied “I am laying bricks”; the second bricklayer said, “I am building a wall”, while the third answered, “I am building a great cathedral for God.” As such, leaders can help their team envision the “cathedral” they are building.

One way leaders can make purpose memorable is to convey it through storytelling. They can share insights or anecdotes that illustrate how one person’s work contributes to the broader business. Reinforce this message frequently to ensure it remains top of mind.

Be aware that this greater purpose needs to resonate with team members. Helping a company to make lots of money isn’t a purpose likely to inspire, so be aware of how much communication centres on revenue, versus the difference your organisation is making for its customers or community. The former can dominate internal meetings and presentations, but make sure this is balanced with an equal, or greater, emphasis on non-monetary factors.

With millennials to make up 75 per cent of all employees globally by 2025, attracting and retaining top talent will depend, to a notable degree, on how well an organisation’s leaders communicate their purpose and how thoroughly employees understand and identify with it.

Along with motivating employees individually, working towards a larger common goal also can help to unify a team, serving as a cohesive force with the power to outweigh personal differences and cut through the Gen X and millennial divide.

Gillian Fox is managing director of Gillian Fox Leadership Development.