Self-awareness not only helps organizations get clear on purpose – confirming their ‘why’ and how that contributes to “what the world needs” (ikigai) – it can also help us be who we need to be in order to achieve it (or at least achieve the ‘missions’ that sit beneath it), as organizations and individuals.

By utilising Insights Discovery (a simple and accessible four-color model that helps people understand themselves and others), we can start to understand how our personal preferences and behaviors can help or hinder our goals.

With the Insights Discovery Personal Profile helping us identify our preferences, and which color energies are most natural for us to use, we can not only be more aware about our behaviors in the present, but we can also ask ourselves what kind of person we need to be to achieve our dreams in the future. Insights consultant Ian Faulder explains:

“If a person sees that the track they’ve made for themselves and the person they’re moving towards becoming in ten years’ time is moving them away from their purpose, then it’s not going to work. It’s about being able to bring these together. Understanding what your purpose might be, being able to articulate that, and then seeing if you, and the way you act day to day, are on track to achieving that.” 

He goes on: “The real development happens when you go into detail and look into the relationship you have with each of the four color energies. How have you learnt to conduct yourself using those energies? And which ones do you need to dial into more, in order to be the best version of yourself, and achieve your goals? Everybody’s unique. Nobody is just one color. We’re a mixture of all four colors at all times. We’re unique at all times. But being aware of what our dominant color energies are, and what the pitfalls are if we don’t manage them, is crucial. It’s all about self-management.”

“In an ideal world you join a company because you believe in their vision and their mission and their purpose resonates with you,” Pearce says. “You’re motivated to help them pursue that purpose and deliver on that mission.”

The first step with recruitment then, is engaging HR and hiring managers with your purpose, so they can connect with prospective employees at an authentic level.

With “deeper purpose” now being the second-most important factor when considering a new job, leveraging it as part of your recruitment strategy is a no brainer.

“As interviewees, you should be asking how the roles you’re applying for contribute to the overall purpose of the organization. And as an employer or interviewer, make sure you know the answer to that question. Talk about it at the interview and it will make you stand out … Imagine if you went to an interview and they told you the purpose of the company, the vision, and how this specific role helps us meet that – that would stand out a million miles from all the other interviews that candidates are doing.”

This is particularly important for Gen Z, who need organizations to have a clear purpose that goes well beyond the day job. Engaging them with the social and global issues and the CSR strategy of your organization is a great way to entice younger candidates to join the business.

“We’re living in a world where climate change is accelerating,” Pearce continues. “Where deep rooted, systemic racism is more visible than ever, and where companies are being ousted for treating people like commodities. We’ve got burnout, anxiety, and depression at an all-time high. Gen Z and Millennials are saying ‘enough is enough,’ and are looking for opportunities to create a world and a society that is better.”

Even though the power of purpose is undeniable, gaining buy-in from employees can be challenging, especially when the latter have been disillusioned from hearing statements about purpose, without seeing them in action. Organizations can often make some great statements about values and purpose, but if employees don’t see the behaviors of senior Execs and leaders matching that, then they can get into difficulties.

It’s true that seeing purpose in action means cascading it from the top down but, just like a company’s culture  – everyone in a business can and should play an active part:

“The purpose of a company, and the missions as part of that purpose, should be owned by everyone,” Pearce says. zTo demonstrate authenticity to your employees and customers, you have to ensure that your actions and decisions uphold your purpose, at a micro and macro level.”

She suggests appointing ‘purpose-driven leaders’ at every level across the business. “There are a lot of companies that talk about being purpose driven, but if their actions don’t marry up to what they’re saying then it’s just lip service, so people get jaded and check out. Purpose needs to be more than words. It needs to be embedded in every part of the business, and help you make decisions. To do this, you need to connect company-wide purpose to the individual roles and responsibilities of people in your team. From Execs and the leadership team, down to your support staff.”

And with an urgent sense of transparency changing the way we saw businesses during the pandemic, we are also entering a new phase of accountability. Some organizations disengaged employees by paying lip service in the past. If you believe in an organization’s purpose and are inspired by their values, hold them to it.

“There are some companies that maybe haven’t been great in the past,” Pearce says, “but who are trying to reinvent themselves authentically in this new world.” So, as an employee, make sure you are living and breathing company values yourself too: stand-up and act as an ambassador for the change you want to see, whatever your role.