In today's context, communicating an organisation's purpose has become an imperative. It does not matter if it is a company, institution or public figure: the purpose, well communicated, has a direct impact not only on those who are part of the organisation, but also on key audiences and, ultimately, on business results. Retaining talent, building customer loyalty or strengthening relationships with stakeholders is no longer an isolated challenge when the "why" that guides each action is clearly communicated.
But communicating purpose is not easy. A marketing slogan is not enough, nor is it enough to summarise mission, vision and values in a paragraph. Authentic purpose responds to a higher, sustainable purpose that transcends profit maximisation and ideally connects with the personal purpose of employees and key audiences. It should be participatory, living and ongoing, adapting to a changing environment and the expectations of those on the receiving end.
A frequent obstacle is the tension between personal purpose and organisational purpose. When managers' individual interests prevail over collective ones, communication loses credibility. Here, "to be and to seem" becomes an essential principle: what we communicate, verbally or non-verbally, must reflect coherence between intention and action, generating trust and recognition.
In addition, in a context of increasing polarisation, communicating purpose involves building bridges and generate consensus. As Yago de la Cierva, director of Crisis Communication at PROA Comunicación, points out, recognising the motivations of others, sharing power in the construction of the purpose and acting ethically are fundamental principles so that individual objectives do not undermine collective ones.
Communicating purpose clearly and authentically not only strengthens the internal and external cohesion of the organisation, but also contributes to a stronger social fabric, capable of resisting polarisation and building trust in times of uncertainty.