In 1942, as the world was consumed by war, Viktor Frankl was already a respected neurologist in Vienna. When he was deported to Theresienstadt concentration camp, he carried with him a manuscript—his life’s work on finding meaning in life. Though that manuscript was lost, what he gained through his experiences would become even more profound. In the camps, he observed something remarkable: those who maintained a sense of future purpose—whether finishing a scientific work, reuniting with loved ones, or fulfilling a personal mission—showed extraordinary resilience in the face of unimaginable adversity.
This understanding would later become the foundation of logotherapy, which Frankl developed after his liberation. He discovered that even in circumstances where everything else is stripped away—comfort, possessions, dignity—the freedom to choose one’s attitude and find meaning remains. This insight isn’t just historically significant; it’s transformative for modern leadership.
As leaders, we often focus on metrics, KPIs, and bottom lines. But Frankl’s wisdom suggests we might be missing something fundamental. When employees understand the ‘why’ behind their work—when they can connect their daily tasks to a larger purpose—something magical happens. Engagement soars. Innovation flourishes. Retention strengthens.
Frankl identified three ways people find meaning: through creating something meaningful, experiencing something valuable, or choosing one’s attitude in challenging circumstances. As leaders, we can facilitate all three:
Creation: Help employees see how their work contributes to something larger than themselves. A customer service representative isn’t just answering calls—they’re helping people solve real problems that impact their lives.
Experience: Foster meaningful connections within teams. Create opportunities for employees to mentor others, learn new skills, or participate in community service projects that align with your organization’s values.
Attitude: When facing challenges, help your team find meaning in the struggle itself. A difficult project becomes an opportunity for growth, innovation, and proving what’s possible.
This message of resilience through meaning echoes in other survival stories from that dark period. Corrie ten Boom, who survived Ravensbrück concentration camp, later wrote in “The Hiding Place” that no pit was so deep that hope and purpose couldn’t be found within it. Like Frankl, she discovered that helping others find their way through darkness gave life its deepest meaning—a powerful lesson for today’s leaders.
But here’s the crucial part: meaning can’t be assigned—it must be discovered. As leaders, our role isn’t to tell employees what should matter to them, but to help them uncover the significance in their work. This requires genuine curiosity about what motivates each individual and the wisdom to connect those personal drivers to organizational goals.
Start by asking different questions in your one-on-ones. Instead of “What’s the status of Project X?” try “What part of your work felt most meaningful this week?” or “How do you see your role making a difference?” These conversations often reveal surprising insights about what truly motivates your team members.
Frankl’s experience taught us that meaning can be found even in the most challenging circumstances. As leaders, we have the privilege—and responsibility—to help our teams discover purpose in their daily work. When we succeed, we create not just more productive organizations, but more fulfilled human beings.