![]() And, actually, millennials, even more so, are likely to see their work as their life calling. Naina Dhingra: When we think about employees themselves and how they think about their own sense of purpose, one of the things that we were surprised to find in the research is that about 70 percent of people say they define their purpose through work. On an individual level, can you give me some examples of how people define their purpose? It is something that usually speaks to higher values or a higher mission. ![]() ![]() So a big portion of this was, one, starting with the idea that the person was in the prime role and, two, the organization was in a facilitative role, not in front.ĭiane Brady: Naina, I’d love to unpack purpose a bit more because, to Bill’s point, I often think about it at the corporate level. It’s the organization’s role and opportunity to figure out how to help people bring that purpose to a finer point of what matters to them and to figure out whether or not they can create a role or an experience within the organization that helps meet that. Individuals decide what their purpose is. I think it’s really brought to the fore “Well, what exactly does work mean to me? What do I have to get out of it? Is it merely a check that facilitates the rest of my life or is it something more purposeful?”-using that word quite explicitly.Ĭan we put a finer point on starting with the person and leaving behind the arrogance that the organization thinks it dictates to people what their purpose is? That is just nonsense. We had this unbelievable smashing together of two worlds: the home world and the work world. It felt risky.Īnd that really brought front and center the idea of “my primary purpose at this point is I have to work, and I’d like to make it home without getting sick.” But for a significant other portion, people were removed from the workplace while still having to do work. There were people who were frontline or customer-facing or critical workers, who had to go to work in a time when livelihoods took a back seat to lives. Can you root it in the context of organizational health?īill Schaninger: You know, I think one of the things that’s been really challenging during the pandemic was a bifurcation. But only about 65 percent of them believe they can actually articulate that purpose-which we thought was really interesting.ĭiane Brady: Bill, it feels almost like an existential problem, our sense of purpose. It’s when you feel energized and inspired and alive.Īnd it turns out, actually, in some of our research about 85 percent of people feel they have a purpose. Now, that’s a technical definition but I think we all intuitively know what it feels like to be on purpose. I like to use the term “North Star”-this idea of having a sense of direction, intention, and understanding that the contribution you’re making is going somewhere. ![]() Of individual purpose, the way we think about it is it’s an overarching sense of what matters in a person’s life. Naina Dhingra: When we think about this idea Purpose is a term that is tossed around quite a bit. Hi, Bill.ĭiane Brady: So let’s start, Naina, with you. And Bill Schaninger, a senior partner in McKinsey’s Philadelphia office. Joining me are two colleagues-first, Naina Dhingra, a partner in the New York office. In this episode, we’re talking about fascinating new research on individual purpose, the impact that it has on companies, and the impact that your company has on your own sense of purpose. Diane Brady: Hello and welcome to The McKinsey Podcast.
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