The power of purpose
| Date | 10 June 2019 |
| Published date | 10 June 2019 |
| DOI | https://doi.org/10.1108/SHR-03-2019-0019 |
| Pages | 86-91 |
| Author | Ben Renshaw |
| Subject Matter | Hr & organizational behaviour,Employee behaviour |
The power of purpose
Ben Renshaw
Abstract
Purpose –This paper aims to offer evidence-based advice for leaders on how to be purpose-led and
how to use ones purposeto create more opportunity, to become a betterleader and to establish a clear
sense of directionand conviction at work and in life.
Design/methodology/approach –By asking the right questions, implementing seven key principles
and creating a purpose statement, employees, employers and businesses can identity their purpose,
achievemore satisfying results establish a clearer senseof purpose and become better leaders.
Findings –A statement of purpose will give a person more direction and promise a future of more
fulfillment,more inspiration and more success.
Originality/value –Reaching goals and attainingsuccess is complicated and personal, but these tools
offer practical,proven tips and strategies for uncoveringone’s purpose and living out one’spurpose on a
daily,monthly and yearly manner.
Keyword Coaching
Paper type Case study
David was a reluctant leader. We were introduced through his HR Director. However,
he was not happy to meet with me. He did not believe in personaldevelopment and
he did not want to spend his valuabletime with a coach, but he did not have a lot of
choice. He had recently attended an assessment center to inform his future and there were
some consistent themes emerging from his leadership style that needed to be addressed.
Key comments revealed he had a hypercritical style, an unrealistic pace that gave people
no time to deliver quality and a tendency to be overly directive which would crush people’s
freedom.
Early on, I asked him about his philosophy regarding leadership tolearn why he did what he
did and what he thought was the value of his role. It was a short conversation. David said he
was not a leader, he was a technocrat, and his role was to deliver the numbers. He did not
acknowledge that he was already accountable for over 3,000 people so addressing
leadership head on was not the answer. Instead, we stepped back and explored what had
shaped his career up to that point.
His life had been uneventful, he believed, but two hours later, we were still talking about
David’s life experience. We had to reschedule for more time and by the time we finished,
David had painted a rich picture of his lifeline and revealed the impact of his career and
leadership.
There were three key values that stood out from his story–doing the right thing, setting high
standards and getting a job done. These were paramount values to David, who was
strongly influenced by his father, his significant role model. When we focused on his
purpose, David was less clear. He thrived on change and challenging the status quo. He
was at his best when he was required to achieve stretching targets. He was passionate
about showing loyalty to others, including friends and family members. We explored all of
this and concluded that his purpose was, “Being a creator of opportunity.” This resonated
wholeheartedly and ignited his fire.
Ben Renshaw is based at
Ben Renshaw Ltd, London,
UK.
PAGE 86 jSTRATEGIC HR REVIEW jVOL. 18 NO. 3 2019, pp. 86-91, ©EmeraldPublishing Limited, ISSN 1475-4398 DOI 10.1108/SHR-03-2019-0019
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