The Purpose of Work
Have you ever asked
yourself if work ought to be fun?
Should there be joy in
our jobs? Can work ever fulfill our lofty expectations? Will a
sense of purpose ever come to fruition in our roles while working?
Maybe we ought to take a
lesson from Englishman Sam Pointon.
As a six-year-old boy in
2009, Sam wrote to the National Railway Museum in York indicating he would
like to replace the outgoing Director who was about to retire. Somehow, Sam got
it in his mind that he was qualified to perform such work at the museum. After
all, as Sam says in his application for the role, “I have an electric
train track. I am good on my train track. I can control two trains at once.”
You might be thinking
those that run the museum turned down Sam. You would be wrong. Instead of
becoming the Director at the museum outright, Sam was offered a new role
entitled Director of Fun. What is telling about the story is that Sam had the
gumption to apply for the role in the first place. It made me stop and think
about the three categories of purpose—personal, organizational and role—that
make up the “sweet spot” in my new book, The Purpose Effect: Building
Meaning in Yourself, Your Role and Your Organization.
The Purpose Effect is
a three-way relationship between an individual’s personal sense of purpose in
life, the organization’s purpose and a person’s purpose in their role at work.
When all three aspects of purpose are properly defined, are well aligned, and
function in partnership with one another, then the employee, the organization
and society mutually benefit.
When they are not in
alignment, it can lead to significant damage in society and in the
organization. The Purpose Effect is the pattern I have
exposed.
Ultimately, The
Purpose Effect results in a higher calling, where individuals and
organizations seek to improve society to benefit all stakeholders. When all
three categories of purpose are aligned, I describe The Purpose Effect as
having reached the “sweet spot” denoted by the following diagram:
Each category that makes
up The Purpose Effect is defined as follows:
·
Personal Purpose: What
motivates someone in life; their why. An individual’s values, experience and
beliefs inform personal decisions and actions.
·
Organizational Purpose: Why the
organization exists. An organization’s principles, ethics and culture inform
its ways of operating.
·
Role Purpose: Why
a role exists in the organization. To achieve its goals and objectives, an
organization establishes a variety of roles to support its mission.
The majority of us have
to work in order to live. We have bills to pay. We have to save for holidays.
We either work independently (as a self-proprietor, contractor or part-time
employee) or we work for an organization. Sadly, far too many organizations are
devoid of a truly engaging and meaningful purpose. This results in so many
individuals occupying a “job mindset” at work, where they are simply at work
for a paycheck.
An organization has a
responsibility to redefine its overarching purpose. It will help both
employees, and society as a whole. An organization’s (be it a for-profit or a
non-profit) purpose is tied to how its principles, ethics and culture inform
its ways of operating. If an organization demonstrates what I refer to as the
“Good DEEDS” framework, it will be known as a purpose-driven organization by
its employees, stakeholders and customers. The Good DEEDS is defined as follows:
·
Delight your customers.
·
Engage your team members.
·
Ethical within society.
·
Deliver fair practices.
·
Serve all stakeholders.
If the purpose of the
organization and its team members is aligned—and the organization is operating
in an open, collaborative and harmonious culture—it delivers societal, employee
and organizational benefits.
You can see a “sweet
spot” organization a mile away. Either it has reinstituted its organizational
purpose or people are constantly talking about it. The National Railway Museum
is a perfect example.
Sam’s story may sound
far-fetched, even ludicrous—after-all, not many of us will become Director of
Fun and it’s not as though Sam was actually getting paid—but it serves as a
reminder about the purpose of work. Sam was unafraid to write the letter
indicating his worthiness of the Director of Museum position. So too, the
Museum itself did not throw Sam’s letter into the trash. It demonstrated a
higher organizational purpose. And Sam was demonstrating both personal purpose
… and eventually, role purpose when he ultimately joined the Museum.
In fact, Sam said as much
when asked by the BBC about his role, he replied: “It is the best job in the
world. I love it. It is good fun.”
Sam’s story and that of
the National Railway Museum in England is an example of The Purpose
Effect in action. The organization delivered the ‘sweet spot’ to all
of its stakeholders.
So yes, work ought to be
fun. But like with our lives, it ought to be filled with a purpose as well.
·
Posted by: Dan Pontefract
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