Success Advice
How To Properly Define Your Passions & Purpose

Over the years, I’ve worked with many companies and found the ones with lucid and succinctly described visions are more likely to succeed than those with unclear or highly complex visions. Yet as individuals, we often don’t take the time to clearly articulate our own passions or purpose. To help you define yours, I’ve created a simple test that I call The Funnel Test.
The following is an excerpt from Your Network Is Your Net Worth: Unlock the Hidden Power of Connections for Wealth, Success, and Happiness in the Digital Age by Porter Gale, former VP of Marketing for Virgin America.
Define Your Passions & Purpose With The Below Funnel Test:
Step 1: Define your three greatest passions or a succinct set of words that clearly define your core interests
You can put a high priority on any type of passion, from family to fitness or education to the environment. For example, I watched my mother build a network based on her passions of volunteering, family, and fitness when, after having lived her entire life in Minnesota, she moved to California to be closer to her family. Within sixty days of arriving, my mother joined a master’s swim team, found a group of women who played tennis at the park, and became an alternate in a golf foursome.
If you can find activities, work, or relationships that combine two or more of your core passions, you are likely to hit the jackpot and be more effective in and excited about your actions and activities.
Next, grab a pen and make three columns, one for each passion. Make a commitment to improve, particularly where your involvement is limited. Let’s say that if you’re passionate about photography, make a commitment to go to photography exhibits several times a year and find online communities about the topic.
For example, two of my goals are to take an improvisation class as a way to nurture my interest in storytelling and to go on weekly hikes with friends to support my passion for health.
Step 2: Define your desired tone
How do you want to present yourself to the world? What is your authentic voice? Are you quiet and reserved? Witty? Bold? Irreverent? To use the example of my mom again, I’d define her tone as reserved. She’s understated and is more likely to listen first and talk second.
Now fill the space below your passion circles with a selected word for your tone. Like a funnel, where the contents flows from top to bottom, envision all of your actions being influenced by your tone. Remember, simple is good.
Step 3: Define your core purpose in twenty words or less
What do you want to accomplish in life and work? Write what is in your gut, and look at the passion words in your Funnel Test. Your goal is to write a phrase of fewer than twenty words that describes your purpose.
My recommendation is to keep this as simple as possible. Some brands and companies do this, and it also happens to be a valuable exercise for self-reflection for any individual.
Fred Reid, the founding chief executive officer of Virgin America, shared with me how the airline’s purpose, “To create an airline people love”, was born: “I had written it on a paper and had thrown it into the trash. I initially thought it was too simplistic, but that is what we wanted to do. Can you imagine? Have an airline people loved?” After some deliberation, Reid and the founding team kept coming back to the simple phrase and decided it was the perfect mantra for the start-up that faced a complicated uphill battle prior to liftoff in 2007.
Sometimes we have to make sacrifices or take baby steps in the short-term to help us get to where we want to be. However, if you don’t even know where you want to go, it will be even harder to get there.
Once you’ve defined your passions and developed a focused purpose, your networking efforts will be more effective and authentic. Use this test as a filter to help you guide your activities and meetings.
Stay optimistic, stay productive, and be the best you can be. Stay focused on your purpose, but know there is potential learning in every action.
Do you have any suggestions on how someone can define your purpose and passions? Please suggest your thoughts below!
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In workplaces around the world, there’s a growing gap between employers and employees and between superiors and their teams. It’s a common refrain: “People don’t leave companies, they leave bad bosses.”
While there are, of course, cases where management could do better, this isn’t just a “bad boss” problem. The relationship between leaders and employees is complex. Instead of assigning blame, we should explore practical solutions to build stronger, healthier workplaces where everyone thrives.
Why This Gap Exists
Every workplace needs someone to guide, supervise, and provide feedback. That’s essential for productivity and performance. But because there are usually far more employees than managers, dissatisfaction, fair or not, spreads quickly.
What if, instead of focusing on blame, we focused on building trust, empathy, and communication? This is where modern leadership and human-centered management can make a difference.
Tools and Techniques to Bridge the Gap
Here are proven strategies leaders and employees can use to foster stronger relationships and create a workplace where people actually want to stay.
1. Practice Mutual Empathy
Both managers and employees need to recognize they are ultimately on the same team. Leaders have to balance people and performance, and often face intense pressure to hit targets. Employees who understand this reality are more likely to cooperate and problem-solve collaboratively.
2. Maintain Professional Boundaries
Superiors should separate personal issues from professional decision-making. Consistency, fairness, and integrity build trust, and trust is the foundation of a motivated team.
3. Follow the Golden Rule
Treat people how you would like to be treated. This simple principle encourages compassion and respect, two qualities every effective leader must demonstrate.
4. Avoid Micromanagement
Micromanaging stifles creativity and damages morale. Great leaders see themselves as partners, not just bosses, and treat their teams as collaborators working toward a shared goal.
5. Empower Employees to Grow
Empowerment means giving employees responsibility that matches their capacity, and then trusting them to deliver. Encourage them to take calculated risks, learn from mistakes, and problem-solve independently. If something goes wrong, turn it into a learning opportunity, not a reprimand.
6. Communicate in All Directions
Communication shouldn’t just be top-down. Invite feedback, create open channels for suggestions, and genuinely listen to what your people have to say. Healthy upward communication closes gaps before they become conflicts.
7. Overcome Insecurities
Many leaders secretly fear being outshone by younger, more tech-savvy employees. Instead of resisting, embrace the chance to learn from them. Humility earns respect and helps the team innovate faster.
8. Invest in Coaching and Mentorship
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9. Eliminate Favoritism
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10. Recognize Efforts Promptly
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11. Conduct Thoughtful Exit Interviews
When employees leave, treat it as an opportunity to learn. Keep interviews confidential and use the insights to improve management practices and culture.
12. Provide Leadership Development
Train managers to lead, not just supervise. Leadership development programs help shift mindsets from “command and control” to “coach and empower.” This transformation has a direct impact on morale and retention.
13. Adopt Soft Leadership Principles
Today’s workforce, largely millennials and Gen Z, value collaboration over hierarchy. Soft leadership focuses on partnership, mutual respect, and shared purpose, rather than rigid top-down control.
The Bigger Picture: HR’s Role
Mercer’s global research highlights five key priorities for organizations:
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Build diverse talent pipelines
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Embrace flexible work models
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Design compelling career paths
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Simplify HR processes
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Redefine the value HR brings
The challenge? Employers and employees often view these priorities differently. Bridging that perception gap is just as important as bridging the relational gap between leaders and staff.
Treat Employees Like Associates, Not Just Staff
When you treat employees like partners, they bring their best selves to work. HR leaders must develop strategies to keep talent engaged, empowered, and prepared for the future.
Organizational success starts with people, always. Build the relationship with your team first, and the results will follow.
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