The pursuit of our "why" has led many to feel unsatisfied, stressed out, and exhausted by their job.

An entire cottage industry has been built around promoting the importance of finding one's "why".

In reality, the greatest meaning people derive from their jobs comes as a byproduct of doing their best work.

Purpose has become one of the most celebrated ideas in modern leadership.

Clearly, finding purpose in our actions is a powerful psychological concept. It can anchor resilience, guide decision-making, and inspire us to go the extra mile when we would rather take a break. But I fear that we have inadvertently taken it way too far.

Advocates, like Simon Sinek, David Mead, and Peter Docker[i] suggest we must achieve spiritual self-actualization through our work, or we are complete failures.

In reality, the pursuit of this mystical state of being has led many to feel unsatisfied, stressed-out, and generally exhausted by unfulfilled work lives.

I’m a loser if I’m not working my “why"?

I should risk harm to my mental health by incessantly worrying about whether I’m sufficiently enthralled by my job?

The idea that we should all be in the throes of scratching some mystical inner-calling itch feels a bit contrived to me.

Here's what my contrarian point of view is based on.

1. I have bills to pay. Deep down inside, we all know “why” we work. It’s not the spiritual enlightenment. It’s providing for myself and my family, building financial independence, and ensuring the security of my loved ones.

2. Philosophy doesn’t enhance my buying power. I know of no employers that reward employees for having a deeply moving “why”—especially if those same employees miss their targets. Financial rewards come from delivering results that matter to the firm, and buying power comes from financial rewards, not philosophy.

3. It’s a huge distraction: The time people spend chasing their “why” is time not spent developing the skills that they need to get ahead. Let’s flip the script here and make work about work and not about transcendence.

4. It can incite an existential crisis: Feeling like a failure is depressing. Many of the leadership professionals that I’ve coached over the years have spiraled when they came to realize that their job is really just a job and not some mythic quest.

5. Becoming indispensable fixes most ills. One’s relevance becomes more meaningful the more they contribute. We can all contribute more at work by dedicating ourselves to becoming really good at what we do. The better we get at our job, the higher the likelihood that we become recognized as valuable. A sense of purpose tends to follow when we feel valued.

This is probably a good point to emphasize:

The meaning that we derive from our jobs often manifests as a byproduct of doing great work—it’s not the other way around.

If you’re pushing back on the Find Your Why movement, like I am, chances are great that you’re tired of fluffy leadership advice.

So, let me leave you with something much more concrete: Find that little thing within your job that others would profoundly miss if you were not there to do it.

Aim to deliver that every day, and your work will have purpose.

[i] Find Your Why: A Practical Guide for Discovering Purpose for You and Your Team, Portfolio, 2017.

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