As a leader, have you hit your targets and achieved success but still feel something’s missing? I’ve been there, and you’re not alone. In this article, I unpack the paradox of success versus meaning and explore how collaboration can help uncover a deeper sense of purpose in your work. I’ll share a few practical steps for creating a culture where meaning thrives—not just for you, but for your whole team.

In leadership roles, whether as a founder, CEO, or senior manager, there’s often an irony that many face but rarely admit; achieving high performance and tangible success—hitting revenue targets, completing strategic initiatives—yet feeling a gnawing lack of meaning in the work. This tension is a “dirty little secret” for many in leadership, who may wonder why their success can at times feel hollow or unfulfilling.

This blog explores that paradox and argues for collaboration as a powerful avenue to uncover meaning in work—not just as a means to achieve results, but also as a process that fosters purpose and connection.

Why Success Alone Isn’t Enough

Success often validates talent, hard work, and capability, but it doesn’t necessarily bring satisfaction. As Freud hinted, there’s nothing like success to show one that they’re not what they think they are. Similarly, we often only discover what we truly want after achieving what we thought we wanted.

This disconnect is more common than is acknowledged, especially by decision-makers who are rewarded for results but rarely encouraged to pause and reflect on the deeper meaning of their work. The result? Leaders who achieve but feel restless or disengaged—a state that can trickle down through the organisation.

The Role of Meaning in Work

Meaning is not something that organisations can provide or even impose; it’s something individuals uncover for themselves. However, organisations can—and should—create conditions that foster this discovery. When people feel a strong sense of purpose, they are more likely to be innovative and resilient in the face of challenges.  They tend to approach work with courage and curiosity, and are dedicated to building stronger, more cohesive teams.

However, achieving this requires looking beyond quarterly results or operational targets. Leaders must ask, “How can we build a culture where meaning thrives?”.

Collaboration as a Platform for Meaning

Collaboration is often seen as a tool to achieve business outcomes—better sales, smoother processes, more effective teams. But what if collaboration was viewed not just as a means to an end, but rather as an end in itself?

When teams collaborate in ways that prioritise shared exploration and dialogue, they create space for ‘meaning-making’. It’s not about rushing to a decision or following a pre-sold strategy, but about allowing teams to uncover purpose through the process itself.

This approach has several benefits.  Deeper engagement is the most obvious among them. When people feel part of a collaborative, meaning-driven culture, they are more likely to invest emotionally and intellectually in their work. With that comes better capacity for better problem-solving capacity.  Slowing down the decision-making process allows for broader perspectives; helping teams to uncover innovative solutions. Another major benefit that increasingly plays a critical role is organisational resilience. Meaningful collaboration fosters a sense of belonging and shared purpose, which strengthens an organisation’s ability to weather challenges.

Practical Steps for Leaders

If you’re a leader seeking to foster meaning through collaboration, consider these steps:

1. Create space for dialogue by encouraging teams to explore the ‘why’ behind their work. This could mean hosting regular sessions to discuss values, purpose, and long-term vision—not just metrics or tasks.
2. Slow down decision-making by avoiding rushing to conclusions. Instead, let teams wrestle with ideas and perspectives. The process of meaning-making takes time but leads to deeper insights.
3. Reward collaborative behaviours by recognising and celebrating team members who contribute to fostering a sense of purpose, even if their efforts don’t immediately translate into results. 
4. And, crucially, lead by example. Share your own journey of finding meaning in your work. Vulnerability and authenticity can inspire others to reflect on their own purpose.

The Bigger Picture: Meaning Beyond Metrics

In today’s fast-paced world, organisations often prioritise efficiency and results at the expense of deeper human needs. But when we make room for collaboration as a process of meaning-making, we unlock a profound source of strength and innovation.

As Rene Girard’s mimetic theory suggests, much of what we desire comes from observing others. By fostering a culture where meaning is valued, leaders can inspire teams to think beyond individual success and towards collective purpose.  Ultimately, meaningful work isn’t just about what we achieve—it’s about how we engage with the process and with each other. Collaboration, when done well, can be a rich platform for uncovering purpose, strengthening teams, and building organisations that thrive, not just on paper, but in the hearts of their people.

Those at the helm of an organisation may, in return, be pleasantly surprised by finding meaning in their own work through being more expansive in their approach as managers.  Instead of an exclusive focus on monthly P&Ls, they can balance a sense of meaning that stems directly from their active support of a collaborative culture and their teams’ own search of meaning in work.

Perhaps what ultimately tests our leadership is how well we understand this; Employees may forget the targets they hit, but they will never forget whether their work felt meaningful. Meaning leaves a lasting imprint—on workplaces, leaders, and teams alike.