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For years I’ve said: “When the purpose is clear, the mundane becomes meaningful.”
I believe that more today than ever.
In 1973, researchers at Stanford conducted a fascinating experiment with children who loved to draw. These weren’t kids being forced into art class. These were kids who naturally enjoyed sitting down with markers and paper simply because it brought them joy.
The researchers split them into three groups.
The first group was told they would receive a reward for drawing.
The second group wasn’t promised anything, but received a reward afterward.
The third group neither expected nor received a reward.
A few weeks later, the researchers returned to observe what happened and the results were shocking.
The children who had expected a reward for drawing showed significantly less interest in drawing afterward. The kids who weren’t focused on rewards? Their love for drawing stayed the same.
Think about that.
The markers didn’t change.
The paper didn’t change.
The children didn’t change.
The motivation changed.
And suddenly something they once loved started feeling like a job.
I’ve watched this happen in organizations, and honestly, I’ve struggled with this in our own business too.
People often begin deeply connected to purpose.
They want to impact lives.
They want to serve people.
They want to build something meaningful.
They want to create positive human-to-human experiences.
But over time, organizations can slowly shift the conversation.
Instead of: “We get to change lives.”
It becomes: “We need to hit our numbers.”
Instead of: “We exist to serve people well.”
It becomes: “If everyone works harder, profits will increase.”
Now don’t misunderstand me. Compensation matters. People deserve to be paid well. Healthy organizations should reward people generously.
But when money, bonuses, incentives, and perks become the primary story, something dangerous happens.
The mission slowly loses meaning.
What once felt like a calling starts to feel transactional.
I’ve talked about this before in the context of missionaries versus mercenaries.
Missionaries are fueled by conviction.
Mercenaries are fueled primarily by compensation.
And if leaders aren’t careful, they can slowly turn missionaries into mercenaries by overemphasizing external rewards while underemphasizing purpose.
That Stanford experiment reminds me of something deeply important:
People are most alive when they are connected to meaning.
So what do we do with that?
Reconnect to your "why"
If you’ve lost motivation, don’t immediately assume you need a new job, a new title, or a bigger paycheck.
Sometimes what’s missing isn’t opportunity, it’s purpose.
Ask yourself:
Who does my work help?
Why did I start this in the first place?
What impact am I trying to make?
Purpose gives ordinary work extraordinary meaning.
Purpose gives ordinary work extraordinary meaning
Metrics matter. Goals matter. Accountability matters.
But if the only language people hear is pressure, numbers, and performance, they eventually disconnect emotionally from the work.
The best leaders constantly remind people:
“This matters.”
“People are impacted because of what you do.”
“Your work has meaning.”
When people understand why the work matters, they can endure almost anything.
Don't let external rewards replace internal conviction
A raise is great.
Recognition is great.
Profit-sharing is great.
But none of those things create lasting fulfillment on their own.
People want to know their life matters.
They want to know their contribution matters.
They want to know the work means something beyond the paycheck.
That’s why I believe purpose will always outperform perks in the long run.
Because when the purpose is clear, even the mundane becomes meaningful.
