Purpose Over Profit: Inspiring Growth Through Authentic Leadership - Kirsten Markley
The recent HBR article “Financial Targets Don’t Motivate Employees” reflects a fundamental truth I’ve witnessed throughout my career. The article emphasizes that while financial results are critical, they are merely an outcome rather than a driver of employee performance. This aligns with my own experiences, both as an athlete and a corporate consultant. Growing up as a competitive athlete and team captain, I learned that the most successful teams weren’t solely focused on the score; they were united by a shared sense of purpose and a belief in what they were working toward. I experienced firsthand how different coaching styles influenced motivation and morale, and I found that winning environments were created when leaders championed a vision that went beyond just hitting targets.
In the corporate world, I’ve seen the same principle play out. When I transitioned from consulting to a leadership role within my firm, I realized that financial goals alone couldn’t inspire the long-term engagement and innovation necessary for growth. The article echoes this sentiment, stating, “Making numbers the centerpiece of your leadership narrative is a costly mistake.” I’ve come to understand that people need to connect with a purpose and feel a sense of ownership over their work to perform at their best.
The importance of employee engagement as the “lifeblood of an organization” resonates strongly with me. Daniel Pink’s theory on motivation — autonomy, mastery, and purpose — perfectly encapsulates what I’ve observed in my nearly two decades of consulting. Pink argues that beyond a certain baseline, money no longer serves as a motivator; rather, employees are driven when they feel their work has meaning, when they have opportunities to grow their skills, and when they are trusted to operate independently. The article highlights this truth with compelling examples, such as Mike Gianoni’s transformation of Blackbaud’s leadership approach. By shifting the focus from financial metrics to customer outcomes, Gianoni demonstrated the power of aligning teams around a meaningful vision — something I strive to do in my work.
One aspect of the article that I particularly appreciated was its emphasis on “airtime” in leadership. When leaders dedicate a substantial portion of their communication to sharing stories about the impact of their work on customers, they build belief and connection within their teams. The HBR article suggests aiming for a 50/50 split between discussing internal metrics and the impact on customers. This approach has proven effective in my leadership journey, as I’ve seen how teams respond positively when they understand the larger impact of their efforts.
Finally, the reminder that “you cannot spreadsheet your way to passion” underscores the importance of creating a work environment where employees feel valued and connected to a larger purpose. In my experience, the most successful growth strategies come from mobilizing teams around a shared vision that goes beyond profit margins. For me, leadership is about inspiring and mobilizing high-performing teams to pursue growth — acknowledging that growth results from purpose-driven, motivated employees, not the reason for their high performance. This is why I continue to focus on building environments where people can see their work’s value and feel ownership over the outcomes.
In essence, the HBR article reinforces what I’ve always believed: leadership is not just about managing numbers; it’s about inspiring people, cultivating a sense of ownership, and building teams motivated by a shared purpose beyond financial targets.
You can read the original article here.
Kirsten is a dynamic and inspirational leader, known for her ability to craft complex strategies and inspire teams to bring them to life. Driven by core values such as Excellence, Relationships, Stewardship, and Growth, she thrives in consulting, where creative problem-solving and relationship-building are at the forefront. Kirsten is passionate about working in innovative environments, enjoying cross-functional teamwork, and leading teams through ambiguity to help ideas become reality. Her work is fueled by a strong connection to her community, and she takes pride in contributing to its development and success.
Connect with Kirsten on LinkedIn.
