We’ve reached a point in the modern world where a generation is looking at work as a potential source for meaning. This gives business leaders a real opportunity to inspire this generation forward, and build their loyalty to your firm at the same time.
In today’s post, Pete shares his thoughts about what you as a business leader can to do to make the most of this opportunity.
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Hi everyone—Pete here. I was talking to a leader of an engineering firm recently, and he asked a really interesting question that led to a great conversation. His younger team members—the twenty-somethings—had expressed a desire for their jobs to feel meaningful. And that topic struck me as something many leaders might be noticing these days.
I told him that I think of engineering as intrinsically meaningful. The whole purpose of the work is to solve problems, and problem-solving inherently makes a difference for others. That might mean helping your firm’s clients, supporting project stakeholders, or improving the experience of people affected by the work your team delivers.
The leader I was talking with was surprised. He said, “I just don’t think of work as a source of meaning for me. I find meaning in my community and in my church.” And that’s a perfectly valid perspective—but I think younger generations experience the world differently.
Many younger professionals grew up in a culture that often treated them as consumers—where attention is bought and sold, and individual value is measured by purchasing power. That can make life feel transactional and disconnected. No wonder they’re hungry for work that feels purposeful, where their time, energy, and creativity actually matter.
So here’s the takeaway for leaders: show your people how their work makes a difference. When you’re leading a project team, consciously communicate the impact your team members have—on the project, the client, and the community. Tell stories about how their actions improve lives, strengthen relationships, or create positive change.
Every project has multiple stakeholders, and every team member influences those outcomes. Your job as a leader is to connect the dots. When people see the human impact of their work, they find meaning—and that drives motivation, commitment, and pride.
Here’s where I’d encourage you to begin: ask your team members who they care about. Find out what motivates them, who they want to help, and what kind of difference they want to make. Then connect their daily actions to that purpose. It’s a small change in how you lead—but it creates powerful meaning in the way your people experience their work.
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