A broader understanding of purpose (part 1)
an ancient perspective that will change your life
After recording a keynote in NYC for the upcoming International Institute for Learning’s Agile and Scrum Conference, I’m up in New Hampshire on the campus of Dartmouth College to teach Leading with Purpose at the Tuck School’s Leadership and Strategic Impact program. It’s a gorgeous spring week, and for those who have been to Hanover, you know just how beautiful it can be. I walked down to the Connecticut River this morning, before stopping off at the Dirt Cowboy for an oat milk latte— which after drinking the petite espressos in France suddenly feels like a bit much, but still, it’s a tradition! Then, a new Dartmouth sweater jacket in hand, I’m back in my room to prepare for my session tomorrow.
As I’m preparing for working with an incredible group of leaders from around the world— from Asia to the Middle East, the midwest and beyond, and listening to the bells from the chapel across the green, I wanted to share a few thoughts with you, the readers, as well.
Purpose.
If you’ve been in the audience for a keynote, you’ve heard me talk about it, but its importance can hardly be overstated.
McKinsey has done quite a bit of work around purpose, and as I refreshed myself on their research, realized I am not stating its importance strongly enough. I continue to be unsatisfied with how even McKinsey articulates looking for purpose.
Let’s start by defining what purpose is. A connection to purpose is the connection of our lives to something bigger than ourselves.
Why is that important? At a recent keynote, one woman asked: “what if being able to buy the big boat is enough? I think it’s enough for me.”
The answer is this: Because sooner or later, depending on who you are, just having enough in the bank, or driving the car you’ve always wanted, isn’t going to be enough. It might feel like it now— and if so, terrific. But research suggests it’s not as compelling as true purpose, and when things get tough, may not be enough to keep you on track.
Purpose is the second chapter in The Grit Factor— thought could have been the first— because it’s an absolutely critical part of the COMMIT phase of grit. In Angela Duckworth’s book Grit, she notes that “most gritty people see their ultimate aims as deeply connected to the world beyond themselves.” In other words, most gritty people have purpose.
In the McKinsey conversation among Nania Dhingra, Bill Shaninger, and Dianne Brady, they discuss the metrics:
People who report living their purpose while at work report:
6.5 x greater resilience
4 x greater health
6 x more likely to stay working at a company
1.5 x more likely to go above and beyond for the success of the company
Dinghra says that the anecdotal evidence is strong, as well, especially for millennial workers: “about 70 percent of people say they define their purpose through work. And, actually, millennials, even more so, are likely to see their work as their life calling. So what that means is that people are looking for opportunities in the work they do day-to-day to be actually contributing to what they believe their purpose is.”
What the conversation (and other related articles) doesn’t do is give you any way to either find your purpose yourself, or help others find theirs, other than a couple of questions to ponder.
When I talk about purpose in my keynotes, and in The Grit Factor, I talk about using the 5 Why’s exercise— which, used correctly, can be utterly life changing in our understanding of why it is that we do something (we go deeper into this in the book and in Paths to Purpose at The Grit Institute). But I’ve come to understand purpose as much more multifaceted— and requiring additional ways to look more deeply into what it is that we are doing, and why.
One of the perspectives that is likely the most unknown— or misunderstood—and yet has the potential to most greatly expand our concept of purpose is the ancient Japanese idea of Ikigai.
Ikigai is NOT the Venn diagram labeled Ikigai— the Japanese don’t understand where the diagram came from at all (though it has value— that’s another post.)
To understand ikigai, means being willing to back off, look at its origin, and then start to look at how it can enhance your understanding of purpose in your own life.
Let’s start by broadening the place that purpose resides.
Many think of purpose as tied directly— and exclusively— to what they do for work. Ikigai asks us to be more expansive.
Masterclass:
The following workshop elements offer going deeper into the post, and are available to paid subscribers only:
Let’s go back to the origins of the word.
Ikigai comes from two words: IKI- referring to daily life, and GAI— which comes from the word for shell, and refers to painted shells that were used in games and for trading, and had great value. We can think of Ikigai as the value of our daily life.
To do this part of the purpose work, you have to let yourself slow down.
Let’s do this with one of the most famous haikus written by one of the best known writers of haiku, Matsuo Basho:
The old pond- a frog jumps in, sound of water.
Notice how reading this haiku makes you stop reading so quickly. It makes you stop— and pay attention. Maybe even wonder.
This is the way to enter into the work of your ikigai.
Mieko Kamiya, psychologist and author in Japan in the mid-20th century, is often thought of as the “mother of Ikigai.” Kamiya suggested that to look more closely at Ikigai meant to separate two components: the subject of Ikigai, and the feeling that you get from that subject.
The object of Ikigai can be considered in different buckets: past, present and future. The graphic below illustrates the idea, which Kamiya called “Ikigai-kan,” offered by a current researcher on the idea of Ikigai, Akihito Hasegawa (as shared in his conversation with Nick Kemp.)
Hasegawa offers that ikigai is a common word in Japan, but its regular use belies its importance. The Ikigai concept of purpose— which it does not purport to be but does (significantly) expand our conceptions of purpose— is that purpose does not have to be and perhaps cannot fully be expressed in our work lives. It takes some pressure off, in a sense.
Where else can we find purpose and meaning? How can we savor those opportunities, those daily routines, those rituals?
The Grit Factor goes deeper into rituals, as many of you know, as important aspects of our life and work. But those are one of many areas of potential understanding in the Ikigai framework.
To look more closely at your own life, and see how Ikigai can deepen your connection to meaning, these worksheets taken as a small part of the Paths to Purpose course will guide you through a few considerations.
Begin with these questions:
Where are there opportunities for savoring rituals in my day to day life?
example: while making coffee, I turn on the Bach Brandenburg concertos to welcome the day because I find them joyous.
What actions do— or can— I take daily that add meaning and purpose to my life? How do they add this meaning and purpose?
example: walking the dog allows me to get out of my head and connect with the natural world.
example: lighting candles every night for dinner, to mark the time and the space in connection with those I love.
Now go on to the worksheets to consider your ikigai— and your ikigai-kan— in different areas of your life. Allow your thoughts to slow as you consider these opportunities.
For my own work, Ikigai has opened the space to honor the small things that both discreetly and over time add up to what matters most in life. It encourages me to not lose sight of what is precious in an over-focus on goals (which also have their important place).
I’d love to hear from you— in notes, comments or even an email: how does this work change how you think about your work and your life?
How does it change or augment the way that you think about purpose?
Is there someone you know who would benefit on the Facing the Wind Masterclass on grit and resilience, leadership and purpose? Forward on this email so they can join you in your work!
"I continue to be unsatisfied with how even McKinsey articulates looking for purpose."
OK, I'll say it. I have worked with enough McKinsey people (current as in when they were with the firm and alums) to say that purpose is not deep within their bones. It doesn't drive them. They are very intelligent, very driven and execute, but in terms of purpose in the way you're describing, I haven't seen it. They are able to execute based on who they are (McKinsey) as opposed to when they don't have that halo effect going for them. That's my experience.