Reclaiming the Company Mission: An Imperative Call to Leaders in a Changing World

Not long ago, I had a conversation with a senior executive who shared a quiet worry. “People just don’t want to commit like they used to,” she said. “They show up, they do the work—but I don’t feel the heart in it anymore.”

Maybe you’ve felt this too. In boardrooms, Zoom meetings, even casual hallway conversations, there’s a sense that something has shifted—not just in how we work, but in how we relate to work. And yet, perhaps this isn’t a crisis. Perhaps it’s an invitation. An invitation to rethink what commitment really means, and how we as leaders—whether we hold a C-suite title or lead a team of three—can inspire it in ways that feel more human, more real, and more aligned with the kind of workplaces we’re all trying to build.

Work: From Survival to Self-Expression

Historically, work was not something to love—it was something to survive. Ancient texts, such as those from Mesopotamia, Egypt, and Greece, refer to labor as burdensome, an inevitable consequence of the human condition. In Genesis, toil is a punishment; in The Iliad, even heroes farm reluctantly. Aristotle himself stated that "the life of money-making is one undertaken under compulsion," implying that true fulfillment lay elsewhere—in philosophy or politics.

In the medieval world, guilds and apprenticeships introduced a different view—one that blended skill, pride, and duty. By the Industrial Revolution, work shifted again, becoming mechanized and often dehumanized. Laborers were commodified, their well-being sacrificed at the altar of profit and progress.

And yet, with every generation, attitudes evolved.

Fast forward to the 20th and 21st centuries, and we see four generations interacting with work in very different ways:

• Baby Boomers (born 1946–1964) prized stability and loyalty. Many spent entire careers with one employer. For them, commitment was about duty, structure, and long-term security.

• Generation X (1965–1980) introduced skepticism, seeking work-life balance and autonomy. They brought pragmatism to commitment—earn it, don't expect it.

• Millennials (1981–1996) challenged legacy systems, demanding purpose, values alignment, and transparency. For them, commitment is relational and mission-driven.

• Generation Z (1997–2012) takes it further. Digital natives from birth, they view work as an extension of identity and expression. They expect inclusion, growth, and adaptability.

Each generation brought a valuable lens. What we’re experiencing now isn’t a loss of commitment—it’s a redefinition of it.

Helping People Reconnect to Work That Matters

So, where does that leave us as leaders?

It leaves us with an opportunity. Not to return to old models, but to build new ones—where commitment is no longer demanded, but cultivated. Where it doesn’t come from fear or obligation, but from a shared sense of purpose.

Here are a few ways we can do that, intentionally and powerfully:

1. Revisit the Mission—Together

Mission isn’t a line on a brochure. It’s a living, breathing thing. And yet, in the day-to-day push to hit numbers or close the quarter strong, it can quietly fade into the background.

Consider how often your team—every level of your team—gets to revisit the “why” of your organization. Do they see themselves in it? Do they understand how their role connects to the larger story?

Whether it’s during all-hands meetings, annual retreats, or even informal team check-ins, bringing the mission back into focus can rekindle a deeper sense of connection. Harvard Business Review has shown that employees who feel purpose at work are more engaged, healthier, and more likely to stay.

2. Foster a Culture of Inclusion and Belonging

People commit more deeply when they feel they belong—not just in title or tenure, but in voice and vision.

This means listening. It means inviting participation from interns as well as senior VPs. It means being open to feedback, even when it’s uncomfortable. Google’s Project Aristotle famously found that psychological safety—knowing you won’t be shamed or punished for speaking up—is the foundation of effective teams.

As leaders, we can’t manufacture commitment. But we can make space for it to grow.

3. Model What You Want to See

Commitment doesn’t have to look like 60-hour workweeks or relentless hustle. In fact, today’s workforce often finds that exhausting and uninspiring. What they’re looking for is presence. Integrity. Purpose.

When leaders show up—not just in strategy sessions, but in real conversations, in shared problem-solving, in moments of celebration and challenge—it sends a message: I care. This matters. You matter.

Simon Sinek’s core message still rings true: “People don’t buy what you do; they buy why you do it.”³ That’s as true for employees as it is for customers.

From Task to Purpose: A Shared Journey

At its worst, work feels like a treadmill. But at its best, it can feel like a calling—a shared journey toward something meaningful.

Commitment isn’t a one-way street. It’s something we build together. And the good news? You don’t need a perfect plan to start. Sometimes, the most powerful thing a leader can do is pause, ask, “How are you really feeling about your work?” and listen with genuine interest.

That simple act can open the door to greater trust, better performance, and deeper connection.

Sources

1. Harvard Business Review, Creating a Purpose-Driven Organization, Quinn & Thakor (2018)

2. Google re:Work, Project Aristotle – https://rework.withgoogle.com

3. Simon Sinek, Start With Why: How Great Leaders Inspire Everyone to Take Action (2009)

4. Aristotle, Politics, Book I

5. Genesis 3:17–19

6. David Graeber, Bullshit Jobs: A Theory (2018)