b'What Does This Mean?People Are More Thant Just a Cog in the Wheel. When someone has a strongsense of purpose, theyre truly inspired by the work theyre doing. Mostrespondents feel this way, meaning their eyes light up when they tell you aboutthe work theyre doing, and they are stoking your fire. This is a step in the rightdirection toward strong engagement, but its just one piece of the SharedMission.The Rules of the Game Exist, but They Arent Implemented. Every teammember should be able to recite their companys core values AND have agreater understanding of what they really mean. Across an organization,people should regularly demonstrate them, hire by them, and recognize andreward them. Not only that, but an overwhelming 84% believe people toleratebehaviors that dont align with their core values. Instead of teaching the rulesand holding everyone accountable to them, the rules of the game arecollecting dust inside a forgotten board game box.The Direction Isnt Always Clear. With 40% of employees unclear of theircompanys vision, its difficult to mobilize and motivate them. People want toknow where theyre going and what it will take to get there. A motivatingvision is vital for employees to feel as though they have a stake in the game.Leadership Communication (or Lack Thereof) is Powerful. Across the board, C-Suite leaders and executives have a stronger sense of Shared Mission than allothers. They feel a sense of purpose in their work, they know and are morelikely to abide by their core values, and theyre more motivated by the long-term vision of the company. It isnt enough for only these leaders to have aShared Missionit needs to be passed down to all employees.21 ENGAGE 2025'