Purpose Through Connectedness & Togetherness… And the Real Work of Leadership

Simon Sinek talks about finding your “Why”.  
Owen Eastwood talks about “Belonging”, and how shared purpose creates a culture of togetherness.
Both point to the same truth: Goals and objectives are not purpose.  
Purpose is the impact we have on other people.

Leadership is not about having all the answers. It is about creating the conditions where everyone has an equal footing, a voice, and a role in collectively finding the answers. When teams move forward together, at pace, and in a direction that satisfies a wide range of stakeholders, it is rarely because of one person’s brilliance. It is because the group is aligned around something bigger than any individual.

One of the biggest challenges in organisations is the tension between collectivism and individualism. People bring their own stories, ambitions, fears, and expectations. Building trust and respect, giving everyone a voice, and genuinely listening to their perspectives is hard work. But it is the work. Only when you understand the collective story can you articulate a purpose that feels shared rather than imposed.

A core responsibility of leadership is to build that sense of togetherness. The collective must come before the individual, but individuals still need to feel seen. Their growth, their skills, their support, their aspirations all matter. When people feel valued as individuals, they are more willing to commit to the collective.

Of course, challenges arise. Even with clear expectations around consistency and togetherness, some people will drift based on their own needs or wants. This is where communication becomes a critical leadership skill. You need to talk to them. Ask what is going on. Understand why they feel the way they do.

Eight times out of ten, simply listening helps them feel respected and included. That alone can bring them back into alignment. The remaining two times out of ten require more context‑specific action. For example:

• Rebuilding trust. Sometimes past issues need to be surfaced and resolved. This requires psychological safety, time, and skilled facilitation. People naturally defend their positions, so behaviour and attitude matter enormously.
• Individual goals overshadowing collective goals. If someone is focused on promotion, pay, or personal recognition, the solution may be to give them a meaningful role in the change and connect their ambitions to the wider purpose. Keep a close eye on alignment.
• Resistance to change. Often this is an environmental issue. If the system is creating fear or uncertainty, the system needs to be adjusted.

Owen Eastwood says that 70% of your behaviour is shaped by your environment. That means leaders are not just guiding people. They are shaping the environment that shapes the people.

So the question becomes:  

How do you inspire and unify not just a team, but a group, a company, a craft?

That’s the real work of a leader!
Not in having all the answers to supply to people looking for them, thats for sure! Help them to find and understand their purpose, to build connectedness and belonging, and help to shape an environment that allows them to thrive together.