If there is one quest that unites all of us, striving for happiness may be it. Unfortunately, happiness, either in our personal or work life, is such an elusive concept that many regard consistent happiness to be an illusion. This has played into the hands of marketers trying to sell us things by insinuating or promising that their product will make us happy.
Who hasn’t experienced the exhilaration of an impulsive buy, a pay rise or a promotion? Although we know the feeling is fleeting, we cannot resist jumping onto this treadmill and constantly chasing the next hit. This is called hedonic happiness. The adjective hedonic comes from the word hedonism, the pursuit of pleasure – doing what we enjoy and avoiding what we don’t like.
Eudemonic happiness is a far more meaningful form of happiness that lasts considerably longer. It leads to a sense of control, belonging and social contribution, all of which revolve around one’s purpose in life. It's also the type of happiness that is more likely to give you a sense of purpose and a feeling of self-worth at work.
Why we only find our purpose later in life
South Africans generally don’t find their purpose before the age of 40, typically after the emotional turmoil of a midlife crisis. This was one of the conclusions researchers from the UCT Graduate School of Business (GSB) came to in their research of the age at which we are likely to get aclear sense of our personal purpose.
The realisation that our achievements haven’t brought lasting happiness then redirects our goals. Sometimes this takes the form of a flashy sports car, but if you’re lucky – and do the work – this direction becomes purpose-driven, which brings a different form of happiness – contentment, satisfaction, bliss.
The reason we only find purpose later in life is because it has been masked by layer upon layer of socially prescribed ideals and expectations. We acquire them in our formative years through reinforcement by parents, caregivers, teachers, or the community. They are imprinted on us through validation, appreciation, or indoctrination.
Uncovering your purpose at a younger age will require you to consciously peel away the superficial personas that define you – things like gender, race, nationality, ethnicity, profession.
The connection between personal purpose and successful business leadership
As if finding purpose were not challenging enough, purpose rarely translates into action before the age of 50 according to the UCT GSB researchers. When it does, it manifests as the kind of leadership that allows organisations to have a purpose. As a CEO or an MD, aligning your personal purpose with the business’s goals will allow your company to reap the benefits of loyal customers and productive employees.
It casts a magical spell on people in and around an organisation so that stakeholders and customers will start looking beyond your products or services. When a brand or business is believed to be more caring, consumer data shows that customers are more loyal. (The words ‘believed to be’ are important here; when a brand’s actions and stated purpose differ widely, clients and consumers will be wise to the fact.)
Purpose is a thread that runs from the person at the top to the client or consumer. And yet, Harvard Business School has found that very few leaders have a clear sense of their personal purpose and that even fewer can distil it into a concrete statement.
In our search for a happy life and the integration of our personal purpose with work, it helps to start by drafting, and frequently amending, a personal statement of purpose. Thereafter, check how it aligns with your organisation’s purpose and value statement. When the two are aligned, it can lead to societal impact. In business, such holistic success is the mark of a lifetime achievement.
By Babar Dharani
Dr Babar Dharani is Senior Lecturer at the Allan Gray Centre for Values-Based Leadership at the University of Cape Town Graduate School of Business.