Is Purpose Really the Best Motivator at Work?
For years, we’ve been told that purpose is the ultimate driver of motivation at work.
Start with why.
Simon Sinek’s work has shaped how leaders think about culture, leadership, and meaning and rightfully so. Purpose matters. It gives organizations direction and identity.
We’ve seen similar tensions play out in modern leadership and creator culture as well, something I explored earlier when unpacking Simon Sinek’s views on leadership, fame, and fulfillment in today’s attention economy.
But after interviewing thousands of employees across countless organizations, I’ve started to question whether purpose is actually the strongest motivator inside companies.
And what I found surprised me.
The Hidden Problem With Organizational Purpose
When I asked employees within the same organization what their company’s purpose was, the answers were all over the place.
Some talked about customers.
Some talked about innovation.
Some repeated phrases from internal decks.
Others couldn’t articulate it at all.
That diversity of interpretation reveals something important:
The purpose is rarely as clear or unifying in practice as leaders assume.
If people don’t share a common understanding of the “why,” its power as a motivational force gets diluted. Simply articulating a compelling purpose statement doesn’t automatically translate into energized, engaged teams.
What Actually Motivates People at Work
What consistently came through in my conversations wasn't the purpose.
It was experimentation.
People talked about being motivated when they were allowed to:
Explore ideas
Try new approaches
Play with possibilities
Work on interesting, meaningful problems
In other words, the freedom to experiment turned out to be far more motivating than abstract mission statements.
Why Experimentation Beats Purpose
Experimentation offers something purpose often can’t: immediate, intrinsic motivation.
When people are allowed to explore and learn, the work itself becomes energizing. There’s curiosity. There’s creativity. There’s momentum.
This challenges a deeply embedded belief in organizational culture that purpose alone will drive performance. In reality, motivation often comes from doing, not declaring.
The Research Behind Play and Performance
This isn’t just based on personal observation.
The book Primed to Perform by Neel Doshi and Lindsay McGregor, based on research involving 20,000 people, reinforces this idea. Their findings show that play and experimentation are among the strongest drivers of engagement and productivity.
When work feels playful when people are exploring, learning, and building performance improves naturally. Motivation isn’t forced; it emerges.
People Want to Work on “Cool Stuff”
Beyond purpose, what really motivates people is the nature of the work itself.
People want to:
Work on interesting challenges
Build things that matter
Collaborate with smart, curious teammates
Task design and team dynamics matter more than we often admit. If the work is rigid, repetitive, or disconnected, no purpose statement can compensate for that experience.
Experimentation Fuels Innovation
When organizations create space for experimentation, something powerful happens.
Risk-taking becomes acceptable
Learning accelerates
Innovation becomes continuous
This kind of culture aligns with agile thinking and modern organizational models that prioritize adaptability. Experimentation isn’t reckless, it's intentional exploration.
This Idea Is Meant to Be Challenged
I know this perspective can feel uncomfortable.
And that’s intentional.
These conversations whether at events or inside organizations aren’t meant to simply reinforce what we already believe. They exist to challenge assumptions, spark debate, and allow ideas to collide.
That’s how innovation actually happens.
Purpose Still Matters But It’s Not Enough
I’m not dismissing the purpose.
What I’m suggesting is balance.
Purpose can provide direction, but experimentation provides energy. Purpose inspires, but experimentation sustains motivation in the day-to-day reality of work.
If organizations want truly motivated people, they need to look beyond slogans and ask a harder question:
Are we creating an environment where people are allowed to explore, experiment, and play?
Because that’s where motivation really lives.
Frequently Asked Questions
Q1 Why is purpose important in the workplace?
Purpose helps employees understand why their work matters. It gives meaning beyond daily tasks and connects individual effort to a larger goal. When people see how their work contributes to the company and society, they feel more engaged and committed.
Q2. What motivates a person to do their best work?
People do their best work when they find the work interesting, feel trusted, and see opportunities to learn and grow. Clear goals, autonomy, supportive leadership, and meaningful challenges often motivate more than rewards or pressure alone.
Q3. What are signs of low work motivation?
Low motivation often shows up as lack of energy, reduced focus, missed deadlines, and minimal effort. Employees may avoid responsibility, show little interest in improvement, or feel disconnected from their work and team over time.
Q4. How does experimentation improve employee engagement?
Experimentation allows employees to test ideas, learn from mistakes, and improve their skills. This creates curiosity and ownership, making work feel more meaningful and motivating compared to strictly controlled processes.
Q5. How can organizations increase employee motivation?
Organizations can increase motivation by designing better work, encouraging experimentation, supporting growth, and building trust. When employees enjoy the work itself, motivation becomes sustainable.
About the Author:
Shawn Kanungo is a globally recognized disruption strategist and keynote speaker who helps organizations adapt to change and leverage disruptive thinking. Named one of the "Best New Speakers" by the National Speakers Bureau, Shawn has spoken at some of the world's most innovative organizations, including IBM, Walmart, and 3M. His expertise in digital disruption strategies helps leaders navigate transformation and build resilience in an increasingly uncertain business environment.