We exist to inspire our employees to connect to purpose.
The connected to purpose (CTP) employee arrives at work asking, “What can I give today?” while the disconnected from purpose (DFP) employee arrives at work asking, “What can I get today?”
Human beings want to belong to something of significance and meaning. They want to know they are making a difference, contributing to an important endeavor. So when a company connects employees to its purpose it helps them feel as if they belong, enables them to make an impact and inspires them to create meaningful value.
“When the purpose for the business is used as the base for all communications, it starts to create a narrative for employees in all functions to relate back to how their role matters and where they can make an impact for their career, team, and company,” says Ann Camden, Managing Director of Employee Engagement at G+S Communications PR Agency. Employees either connect to purpose, or they don’t. But it’s the role of the Chief Executive and company’s leadrship to inspire them to connect to purpose and help drive the company forward.
CTP employees believe in their company and are focused on its vision and mission. They arrive early, they’re positive and always go above and beyond — not because they’re asked to, but because they genuinely want to add value. These type of employees understand that they are working in a symbiotic environment and are determined to help grow your company.
DFP employees on the other hand deliver valuable work, but they have a 9–5 mentality. They tick boxes and do only what it is required of them. They merely stick around, do their bit and wait for something better to come along, and then jump when that opportunity presents itself. (Usually for a fatter paycheck).
Simon Sinek, best-selling author of ‘It Starts With Why’ describes how valuable CTP employees are to your company; “Great companies don’t hire skilled people and motivate them, they hire already motivated people and inspire them. People are either motivated or they are not. Unless you give motivated people something to believe in, something bigger than their job to work toward, they will motivate themselves to find a new job and you’ll be stuck with whoever’s left.”
DFP employees aren’t necessarily a bad thing, they just don’t share in the same values, aspirations and goals as your company does.
When hiring new employees or assessing existing ones, it’s important to categorise which type of employee you currently employ. As this will help determine whether you have CTP employees or DFP employees.
While this process may seem a bit tedious, it is incredibly necessary. By assessing whether your employees are connected to the company’s purpose, or not, will aid in focusing the company’s resources on employees who strive for a symbiotic work environment. In comparison to wasting the company’s resources on DFP employees who don’t care about the company’s future.
A year ago I worked for a company where I believed I would spend my entire career at. I loved my job and enjoyed going to work there every day. I arrived early and left late, always going above and beyond what was expected of me — I felt inspired to do more and to add value wherever I could. I felt connected to the purpose of the business and believed in the people I worked for as well as identified with the company culture.
But a year ago I left that company feeling both disconnected from its purpose and some what depressed. After years of feeling inspired and encouraged to add value, all I could contribute was the bare minimum. And as soon as the clock ticked over to five o’clock I was the first one out of there.
So, what changed? The company’s purpose.
The company’s quarterly meetings became a draining, dictatorial speech about how we need to make profit and meet business targets. The work culture of the company became cold and uninspiring, and an environment that I no longer loved and wanted to contribute towards. If something better came along, I would jump to it as soon as the opportunity presented itself.
Well the opportunity came, and I jumped: two feet through the doors of Cerebra.
In the past 1 year 3 months (but who’s counting :)) that I have worked at Cerebra, I have quickly learned that it isn’t quite like any company I have ever worked for. Not only do they acquire the best talent in the industry, they create an environment that facilitates unparalleled opportunities for inspired learning and growth, and encourage you to become more hireable. They do this by successfully connecting their employees to the purpose of their business.
As a CTP employee I know that I have immense value to add. It’s this purposed-connection that keeps me galvanised to make better use of the resources I have available to me, to make a difference and to create shared value for both myself and my company.
Before applying to be the Strategist, the position I currently hold now, I read Mike Stopforth’s blog post titled: #AgencyLife — The Big Agency Lie.
“Running a good company starts with ensuring that our colleagues have healthy working lives. That does not mean that they don’t work hard. It means that they work passionately and constructively in their contracted hours, not because they feel they have to but because they know they’re part of something great — something that is changing the world of business forever. It means they leave us happier, smarter and wealthier than when they joined us.”
Mike and his team at Cerebra understand how to get the best from the employee-company relationship. They recognise that employees need to connect to purpose, through sound leadership and a symbiotic work environment, in order for the business to achieve any profitable and value added returns.
Company’s exist to close the gap between what they promise and what they deliver, and by doing so connect their employees to purpose.
