Burkus emphasizes that people are more motivated by understanding who their work serves rather than just why the company does what it does. This “pro-social motivation” taps into a deeper sense of purpose, driving employees to see the tangible impact of their efforts.

He advocates for creating opportunities for employees to interact with the people who benefit from their work. This could involve:

• Sharing stories of how their work has made a difference.
• Bringing in clients or customers to meet with the team.
• Encouraging employees to collect and share “impact stories.”

Burkus suggests framing metrics in a way that highlights their impact on real people. This helps employees see beyond the numbers and understand the human element of their work.

He stresses the importance of leaders becoming “chief storytelling officers,” sharing narratives that illustrate the positive impact of the team’s work.

By connecting employees to the “who,” leaders can cultivate a stronger sense of purpose and meaning in their work, leading to increased motivation and engagement.