My first supervisory role provided me with a foundational leadership lesson that I have never forgotten. I was concerned for those in my charge because they had a history of conflict and were constantly challenging their supervisors. They were long term employees with valuable intellectual history, providing information services to the larger organization…and they were unhappy.

In the late ’80’s and early ’90’s talk of considering your people’s purpose would’ve been seen as soft.  Too nurturing for the hard world of business…where decisions were; “Just business. Not personal”. The mid ’90’s brought a realisation that connecting individuals’ purpose with the corporate purpose increased engagement.  The focus was on influencing to create that alignment.

If you can’t measure it, it doesn’t exist.  Brené Brown is a researcher who believed this to be true.  In our organisations we have many who hold to this maxim.  Yet, on another level, we know that there are things – messy, intangible things – that can’t be measured…at least not quantitatively.