Corporate crusaders?
It might be a stretch to call purpose, strategy and values superheroes, but they certainly share similar character traits…
Complex, often misunderstood, and occasionally misused, yet they possess the power to inspire people to do great things – if effectively ‘assembled’.
Okay, enough of the metaphor, but it’s true that purpose, strategy and values are now the top dog in the IC world. Gallagher’s State of the Sector report indicates they’re the biggest priority for 63% of respondents, rising 12% from last year. Furthermore, 86% said the purpose of internal communication is now to align people around strategy.
This makes sense, given that a quarter of those who took part in the 2024 IC Index saw significant change or business transformation in the last 12 months, and many more expect it in the year ahead.
Take a fresh perspective
Purpose, strategy and values are so regular in the conversation that it’s hard to consider them objectively. So, to stimulate some fresh thinking, I’m going to exercise my sharp elbows and expand the standard definitions a bit. I’ll also offer a simple framework that ensures they complement each other, Avenger-style. Here goes…
1. PURPOSE (‘why’)
When Simon Sinek makes the case for starting with ‘why’ in his famous Golden Circle video, he is absolutely talking about organisational purpose.
Your corporate purpose provides the context for your brand strategy – the ‘why’ to your strategy’s ‘what’. It justifies your organisation’s existence, giving your purpose immense emotional power among employees.
But it can be a confusing topic – is it about the cause driving your actions, the competence with which you do things, or your culture? Whichever it might be, it functions as a natural rallying point for employees who want to feel they’re doing something that matters.
A word of warning, though. When a brand’s identity merges with a social cause, there’s a danger of overreach. As writer Nick Asbury explores in his excellent series The Road to Hell, this is when a brand makes a social claim that has little to do with what the organisation does. Rather than encourage a sense of connection, it risks your brand’s credibility.
You should support social causes and even take a stance on societal issues – 62% of employees now expect it – but keep it separate from your core purpose unless it’s intrinsic to what you do.
One alternative approach, says Nick, is to focus on the challenge rather than the benefit. Doing the right thing won’t always be easy, and there’s often a cost, but it’s worth it. He even argues for a driving principle like this in place of a purpose which needs fulfilling.
“A principle isn’t a principle until it costs you something.”
Another option is to explore if there’s a link between your organisational purpose and individual employee purposes. Mercedes-Benz’s ‘First Move the World’ encourages personal excellence, creating opportunities for individuals to forge their own paths and make their own difference in the world.
2. STRATEGY (‘what’)
Strategy is the ‘what’ to purpose’s ‘why’ – what your organisation’s goals are and what everyone is doing to achieve them. Ironic then that the thing most leaders and internal communicators want to rally employees around is what feels most removed from the everyday employee experience.
Let’s be honest, ‘strategy’ is a horrible piece of management speak – it often shouts, “not my responsibility” and “above my paygrade”. And, if a strategy’s complexity doesn’t bore you, then its inference of change can trigger a fear or stress response. Not a great start to engagement.
Fortunately, there are a few ways to tackle this response. First, drop ‘strategy’ and call it something more meaningful, like a plan. Secondly, introduce some certainty by mapping out a clear and compelling narrative beneath the strategy, linking the past and the future in the present. It puts employees at the centre of the story and demonstrates how your plan helps fulfil your organisation’s vision and purpose. This is great source material for your communications and can also help align leadership.
Thirdly – brace yourself – ensure that your communications, and those of leadership, present a vision of continuity alongside change. People are more willing to embrace change when they’re reminded of what’s also staying the same.
Finally, follow the broad strokes of the strategy with details on how colleagues can contribute to it. IC Index research shows a 35% leap in strategy belief when employees understand how they can actually play their part, compared to those who only know what the strategy is. Showcase this with examples from colleagues, making it relatable and showing progress is already underway. Line managers can explore this in more detail with team members.
3. VALUES (‘how’)
Think of corporate values as the ‘how’ of your organisation. They are the grassroot principles that should guide decisions, behaviours and actions. As an everyday expression of your purpose, their great power is offering employees a blueprint for success.
For the same reason, they also provide a means of building a culture and community around your purpose – showing us how to look out for each other, do the best for customers, get things done and be our best selves.
The thing to remember is that values are uniquely human, and corporate ones shouldn’t be any different. For people to consider adopting your organisation’s values, they must be able to find an affinity with their own.
So, if you’re due for a values review, get your people involved. That means genuine involvement through surveys, focus groups, and open forums to capture what truly matters to your team.
And when rolling them out, do so with energy and clarity. Use engaging stories, visuals, and interactive sessions to connect people to your values. Follow up with training and workshops to cement their importance. Ensure that leaders also follow through by role-modelling them at every opportunity. Yet another way of building the all-important belief, trust and engagement in your purpose, strategy and values.
Written by Damon Bowles, Head of Strategic Internal Communications and Content at Definition.
