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Why seek your Reason for Being?

8.9.2025 Recommended Print

Have you ever noticed how often we make decisions based on what’s expected of us—rather than what truly aligns with who we are? Discovering your own essence is like finding a compass that guides you through both work and personal life. It helps you say YES to what makes sense—and NO to what distracts you. At Arthur Hunt, we believe that every person has a unique Reason for Being. And when we uncover it, we begin to live with greater ease, clarity, and courage.

Laurent Laval, Arthur Hunt

How to find your Reason for Being?

Discovering your Reason for Being isn’t about “coming up with something.”
It’s more like uncovering what has always been within you. Through a series of guided questions in the Reason for Being program, individuals and teams can find their own inner compass. The outcome isn’t just a beautiful sentence. It’s a deep insight that transforms how we live, make decisions, and create. Curious to learn more? 

When everyone knows why they’re here… the team starts to move differently

“Reason for Being” is not just a personal mantra. When every team member knows theirs, things begin to shift:

  • Decisions become faster and clearer
  • People naturally complement each other
  • Energy flows where it has the greatest impact

Leading a team then becomes less about control—and more about tuning. At Arthur Hunt, we believe that a team where everyone knows their Reason for Being is like an orchestra, where each instrument knows exactly when to play.

Follow us if you're curious how a team can align without micromanagement.

Teamwork begins with self-awareness

In one team, we started by having each member define their own Reason for Being.

The results?

  • The project manager discovered her strength lies in holding space for others
  • The UX designer realized his passion is uncovering unspoken needs
  • The CEO understood that his purpose isn’t to manage—but to inspire

Once they brought it all together, decisions became lighter. Conflicts turned into dialogue.

A taste for your team

Curious how your team might function if everyone knew their Reason for Being?
Reach out to us—we’d love to show you what it could look like in your organization.
#TeamDevelopment #ReasonForBeing #CompanyCulture #Leadership

Why Reason for Being: A Message for HR Leaders

1. It’s not about skills—it’s about meaning

Most development programs focus on improving specific competencies—communication, leadership, time management. Reason for Being (RfB) goes deeper: it helps people uncover why they even want to develop those skills in the first place. The result is intrinsic motivation, not just learned behavior.

2. From individual insight to team alignment

RfB begins with the individual, but its impact is collective. When every team member knows their Reason for Being, the team aligns naturally—without the need for micromanagement. Trust, collaboration, and values-based decision-making increase.

3. A compass for everyday decisions

RfB gives each participant a personal compass that guides their daily choices—at work and beyond. People feel less drained, because their decisions are aligned with who they are. This reduces inner resistance, frustration, and burnout.

4. A culture built on meaning—not control

RfB fosters a culture where people understand why they’re part of the organization—and what they want to contribute. This leads to greater engagement, loyalty, and adaptability in times of change.

5. A unique experience—not just another training

The program is delivered as a facilitated journey of self-discovery, not a standard workshop. Participants walk away with deep personal insight that lasts long after the program ends.

Strategic Argument for CEOs: Why Reason for Being Is a Game-Changer

1. It expands decision-making capacity across the organization

RfB helps individuals define their inner compass. When people know what is meaningful to them, they make faster decisions—with less need for escalation. Teams become more autonomous, freeing leadership to focus on strategic priorities.

2. Employees stop being managed—they start leading themselves

RfB fosters intrinsic motivation and personal accountability. People don’t wait for instructions—they actively seek where they can add value. This leads to higher engagement, lower turnover, and greater resilience in times of change.

3. A purpose-driven culture is a competitive advantage

Organizations that connect individual purpose with company vision attract talent and build loyalty. RfB creates an environment where people know why they’re here—and what they want to contribute. This strengthens organizational identity and enhances employer brand reputation.

4. RfB is not another training—it’s a transformational experience

The program isn’t about transferring know-how—it’s about facilitating deep self-discovery. The result isn’t just “better communication,” but a fundamental shift in how people think, collaborate, and create. The impact is long-lasting—and it transforms leadership itself.

5. RfB supports strategic business goals

The program can be aligned with company vision, values, or transformation initiatives. It helps synchronize personal motivation with corporate strategy.
This leads to stronger cohesion, faster change implementation, and greater adaptability.

What CEOs Gain by Implementing RfB

Strategic Benefit

Impact

Greater decision autonomy

Less operational management

Inner leadership

Reduced need for control

Purpose-driven culture

Higher engagement and loyalty

Long-term impact

Sustainable behavioral change

Strategic alignment

More effective change execution

For the CMO – Chief Marketing Officer (focused on brand, culture, and customer experience)

Reason for Being as a catalyst for brand—from the inside out

  1. Brand starts within the company
    RfB helps employees discover their personal sense of purpose, which naturally shapes how they communicate the brand externally. Authenticity, consistency, and sincerity in every customer interaction.

  2. Stronger storytelling, deeper culture
    RfB creates an environment where people understand not only what they do, but why they do it. This strengthens the company narrative, employer branding, and customer experience.

  3. Employees as brand ambassadors
    When people know their Reason for Being and feel connected to the company’s vision, they become natural ambassadors. Organic marketing, broader reach, and stronger reputation.

  4. A culture that attracts talent
    RfB helps build a culture that resonates with the values of the next generation of professionals. Greater employer brand appeal, lower recruitment costs.

For the CFO – Chief Financial Officer (focused on ROI, efficiency, and investment)

Reason for Being as a long-term investment

  1. Reduced turnover and recruitment costs
    RfB increases employee engagement and loyalty. Fewer exits, lower onboarding costs, and more stable teams.

  2. Higher productivity through intrinsic motivation
    People who know their Reason for Being work with greater clarity and focus. Less procrastination, fewer conflicts, and better results.

  3. More efficient decision-making across the organization
    RfB promotes autonomy and values-based decision-making. Fewer operational bottlenecks, faster project execution.

  4. Strategic change with less resistance
    RfB helps align personal motivation with corporate strategy. Greater adaptability, lower costs of change management.

  5. Long-term impact—not a one-off expense
    RfB is not a one-time training, but a transformational process. Its effects endure, reshaping culture and leadership from within.



Team work, project management