Why Loving the Mission Simply Isn’t Enough

I’ve worked with enough organizations to know this truth: people will put up with a lot of bullshit if they believe in the mission. They’ll work long hours, overlook broken systems, and tolerate leadership dysfunction — all because they love the purpose.

But for how long?

Loving the mission isn’t enough to sustain people over the long haul.

I (and YOU) have seen it often. Teams of talented professionals stay not because the culture is healthy, but because they love the cause and they love each other. Peer bonds and shared purpose become the glue holding everything together. Those bonds can cover for a while, but they aren’t a substitute for clarity, accountability, or trust in leadership.

Eventually, a crack will show.

When the leader takes all the credit.

When the frontline doesn’t know what the leadership team is doing.

Or when the leadership team is telling different stories about what they are doing.

When systems are created but not followed.

Or when there are no systems at all.

When leaders don’t empower mid-level managers to actually do their jobs.

When reviews are treated as a formality, once per year

Or when the topic of employee growth is the last 5 minutes of that annual review.

That’s when even the most passionate people start to burn out.

Yes, the mission is magnetic — it attracts people and gives meaning to their work. This is especially true in the civic world where people are drawn to help their community. And that should be enough, provided organizations do right by their people. But the mission can’t compensate forever for dysfunctional leadership or weak organizational structure.

The mission tells you why they’re here. Culture and structure keep them there.

Dysfunction kills performance.

Create space where teams can share their hopes, frustrations and recommendations openly — not just in whispers, but in ways leaders can’t ignore. Start small. Build trust by proving progress on one or two high-impact INTERNAL changes. Be transparent with what you as the leader are working on. Demand your leadership team be Senators, not representatives. Prove that accountability, collaboration and systems don’t slow results — they accelerate them.

People stay because they love the “why”. They thrive and stay for the long term when leaders get the “how” right.

The key is building organizations where mission and culture reinforce each other, not compete with one another. Remember, your employees are grown ass adults. Listen to them. If they want change, make them part of the solution but demand from them accountability as well. This is called “managing up” and something that should be common vernacular in every workplace. If you don’t respect one of your employees enough to hear their opinion, why are they your employee?

As a non leader, what do you do when your leader doesn’t see the issue? You make the invisible visible. Use data, not opinions. Emphasize your or push for engagement surveys, culture indexes, turnover patterns. They all tell the true story. Culture isn’t about soft stuff. It’s about execution. Show your leader the facts and give them an opportunity to change.

Some day I may write a blog about my belief that every leader of an organization should be required to take an third-party conducted 360 review. Talk about a way to identify issues.

No matter how noble the purpose, if people can’t trust the system they’re working in, they’ll eventually walk away from the mission they love.

At Oetting Alchemy, we love helping put systems in place and connecting culture and strategy together. You are only as good as your people and your people need structure to do their jobs well. Give it to them and get out of their way.

If you want to identify ways to ensure your key employees stay for the long-haul, lets talk.