Real Leadership Starts With Purpose

Forbes

4 days ago

Dave Wagner is President & CEO of Everbridge, which helps to keep people safe and organizations running.
In business, we talk a lot about purpose. It shows up on walls, websites and in investor decks. It shapes our values and drives our mission statements. But too often, purpose is treated like a slogan—something you reference, not something you rely on.
The truth is, purpose only matters when it's lived. In my experience, the most powerful expressions of purpose don't happen in presentations or offsites. They happen in the quiet, unscripted moments when someone chooses to step up. Not because they're told to, but because it's who they are.
Not long ago, we received a message from a longtime customer. He wasn't writing about a product issue or a support ticket. He was writing to thank one of our team members for stepping in during a moment of personal crisis. This wasn't about implementation timelines or system uptime. It was about compassion, presence and leadership during a time of deep personal need. That moment had nothing to do with contracts or technology, but it had everything to do with purpose.
I share this not as a corporate anecdote, but as a leadership lesson. Because in a world where disruption is constant—where cyberattacks, extreme weather, geopolitical instability and supply chain shocks are reshaping how we operate—leaders are being forced to make faster, higher-stakes decisions than ever before. In that environment, strategy is important and technology is essential, but purpose is what keeps your people aligned when the playbook runs out.
Purpose is what builds resilience.
When I speak to other CEOs, I often hear the same concerns: How do we keep our teams engaged? How do we adapt to change? How do we stay focused through uncertainty? My answer often starts with purpose. Not as a vague ideal, but as a practical tool for resilience.
One effective way I've found this can be encouraged is through personal purpose statements. Ask people to reflect on the moments when they've felt most proud, and then articulate the values and motivations behind those experiences. It's a simple but powerful step, because when someone knows why they do the work, they're far more equipped to navigate how to do it, especially under pressure.
Purpose empowers people to act with autonomy, even when direction is limited. It encourages collaboration over silos and reduces friction during times of stress.
Purpose also builds trust, internally and externally. Customers don't just buy what you make—they believe in what you stand for. And employees, especially today's workforce, want to feel connected to something larger than output or quarterly goals. They want to know their work matters.
Purpose doesn't replace performance—it drives it.
There's a misconception that purpose is somehow 'soft' or that it comes at the expense of performance. I believe the opposite is true. Purpose clarifies priorities. It helps leaders make faster, more consistent decisions, and it motivates teams to go further, especially when the stakes are high.
At Everbridge, for example, our purpose is to help organizations manage critical events and protect lives. It's why we exist. And in our world, the difference between a timely response and a delayed one can be measured in lives saved.
That weight comes with responsibility, but it also inspires action. I see it in how our teams show up for customers and how we partner with governments and enterprises to prepare for the unexpected. I saw it most clearly in that customer note from a customer thanking one of our team members for showing up during one of life's most difficult moments.
Leading with purpose starts at the top.
If you're a leader reading this, I'd offer this reflection: Does your organization know its purpose? Not the words on your website—the real purpose. The one that shows up in how you hire, how you recognize people and how you lead in moments of uncertainty. And more importantly: are you living it?
I'd suggest leaders should even go a step further, challenged to create their own personal purpose statements—clear, human answers to questions like 'What do I want to be known for?' and 'When do I feel most alive at work?' When leaders can name their purpose, they can lead from it.
If your team sees that you prioritize what matters, even when it's inconvenient, they'll follow. If they see you cut corners or treat purpose as optional, they'll do the same. In my view, the best leaders today are the ones who can help teams stay focused amid distraction, lead with values when there's pressure and return to purpose when things go sideways.
Purpose is a long game.
You don't build a purpose-driven culture overnight. It takes time, consistency and trust. And that return on investment shows up in how your teams collaborate, in customer loyalty and in performance.
Sometimes purpose shows up in moments you never expected, when someone takes action not because they have to, but because they believe in what you're building together. That's when you know your purpose is real and your organization is ready for anything.
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