Why Purpose Is Not About Profit: Clarifying the Difference Between Purpose, Mission, Vision, and Values

In the world of organizational strategy, terms like purpose, mission, vision, and values are often used interchangeably. But this can lead to confusion—and missed opportunities. Most critically, many businesses make the mistake of tying their purpose to revenue generation, subtly (or not so subtly) centering profit in their core reason for existing.

Let’s unpack what purpose really is, how it differs from other key organizational statements, and why money is not a purpose—it’s a measurement.

Defining Purpose, Mission, Vision, and Values

To understand what makes purpose distinct, we need to define the terms clearly:

• Purpose is your enduring why. It explains the core reason your organization exists—beyond what you sell or how much you earn. It's about your contribution to others.

• Mission is the what. It defines the specific work you do to fulfill your purpose.

• Vision is the where. It describes the future you are striving to create.

• Values are the how. They guide your behavior, culture, and choices.

Purpose sits above all these—it’s not about short-term results or quarterly goals. It’s about long-term, intrinsic impact.

Purpose in Action: Digging Deeper to Find the Real 'Why'

Let’s look at a purpose statement like this:  "To design tailored resources and build meaningful relationships that enhance the well-being and effectiveness of business leaders in all aspects of their lives."

At first glance, this seems like a strong purpose—it’s human-centered, holistic, and aims to serve a specific audience. But if we pause and look more closely, it stops short of revealing the true purpose. It answers what the organization does and how it does it, but not why that matters in the broader context.

This is where many well-meaning organizations get stuck. Their “purpose” becomes a description of services and outcomes, not the deeper reason those outcomes matter. It’s functional, not foundational.

To get to real purpose, you have to peel back the onion. Ask:

• Why is it important to enhance the well-being and effectiveness of business leaders?

• What’s the ripple effect of that work?

• What change in the world does that enable or accelerate?

A truer purpose begins to emerge only when you keep asking why until the answer is no longer about the organization itself—or even its immediate clients—but about its impact on humanity or society.

Let’s explore that:

• If we help business leaders thrive personally and professionally...

• Then they lead healthier organizations...

• Which creates better workplaces...

• Which improves the lives of employees and communities...

Now we're getting somewhere.

Real purpose might sound more like:  "To elevate the well-being and leadership of business leaders, so they can build organizations that uplift people and strengthen communities to improve their quality of life ."  

That’s not just about relationships and resources—it’s about creating a better world through empowered leadership. That’s a “why” others can rally around.

By highlighting the why behind the why, we invite organizations to move beyond self-description and into significance. Purpose isn’t a marketing line—it’s a guiding truth that shapes everything. And until that truth is clear, everything else (including profit) will struggle to find its rightful place.